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There has been much discussion raised about "Why are women leaving Architecture? and more broadly, Why is the profession losing key talent?" Both women and men practitioners are disillusioned by the myth of work/life balance: Women are grappling with "have it all" expectations of juggling family time with the demands of full-time work. Men are struggling to support their families solely on an architect's salary and fall back on asking spouses to maintain their jobs. The lack of affordable childcare and high cost of living only magnifies the challenges. How did we end up in this modern family dilemma? What can we do to improve the situation?

EQxD Workshop #2 - What's Flex Got to do with Success? RECAP

June 12, 2015

On June 11th, marking the 2 year anniversary of our group, Equity by Design took "Discussion and Action" a step further and another whale bite with the second EQxD "U" Program: What's Flex got to do with Success? about Work Life Flexibility challenges in the profession.

Work life flexibility emerged as a major theme of last year's Equity in Architecture survey. Flexibility was one of the most important ways that our survey respondents defined success in their careers. The survey also shows that inflexible schedules and long hours are a real burden on our field - a significant portion of respondents had turned down opportunities or promotions due to issues of flexibility, people are leaving the field due to long hours and low pay, and taxing work schedules are a major obstacle to licensure.

The workshop was hosted by AIA San Francisco with Amber Evans and Lilian Asperin-Clyman of the Equity by Design Committee. 4 guest panelists from a range of experience in Architecture and Engineering. Kirstin Weeks is a senior Energy and Building Ecology Specialist at Arup. Jeffrey Till has is an architect and Design Principal at Perkins & Will. Annette Jannotta is an interior architect with Flad Architects San Francisco. Douglas Speckhard is an architect and an Associate at Bohlin Cywinski Jackson.

The Storify recap of live tweets from the event with #EQxDFlexWorks is part of our initiative to leverage technology as a way to capture and document valuable ideas and lessons learned for continuing the dialogue and inspiring action in your firms, local AIA Chapters or in our larger AEC community.

WHAT'S NEXT FOR EQxD "U"?

Hungry for more Knowledge, Discussion and Action? Join us for EQxD "U" Workshop #3 on Thursday, August 13th at 6-8:30pm for "Collaboratie Negotiation is your Power Tool". Are you an avoider, accommodator, compromiser, collaborator or competitor when in comes to Negotiations? Talk with negotiation experts, Take the Thomas-Kilmann Analysis of your default negotiation style and then Practice your skills w/ our customized Negotiation Role Play in the Break-Out. This will be a popular session and likely sold-out, so sign up early! As with all our sessions, this workshop is beneficial to men and women and AEC professionals.

Promoting equity practices in architecture, The A-Team

June 10, 2015

By Patricia Canevari, AIA

Going into the Equity by Design Hackathon workshop in Atlanta, I thought I pretty much knew what to expect. After all, my recent focus has been promoting equity practices in architecture through the re- launch of the AIA WIA Tampa Bay. Through this learning and discovery phase, I had come across many articles on the subject by industry publications, the Equity by Design website, and many others. But I couldn’t ever imagine the profound impact that this initiative is having on our architectural world. It has been long overdue and I was pleasantly surprised to see this awareness buzzing all over in the AIA ATL 2015.

Being this is my first Hackathon, I was intrigued by the idea of hack, but I didn’t want to speculate so I just waited. When the workshop’s day finally arrived, there was a great energy in the room. People were eager to meet other people, conversations started almost effortlessly. It seemed that we all had a reason to be there. The key introductory points from the organizers provided the much-needed background information to understand the desire to see our profession thrive with a commitment to action and the pursuit of equitable practice.

Our Hack-The A-Team

Corrie Messinger, Peter Ruggiero, Janis Brackett, Patricia Canevari members of the A-Team Hack worked to define the baseline for makes a great A-Team — Corrie Messinger, Peter Ruggiero, Janis Brackett, Patricia Canevari members of the A-Team Hack worked to define the baseline for makes a great A-Team

One of the Missing 32% Project: 2014 Equity in Architecture Survey findings noted that “working with a talented, collaborative A-team was listed as one of the key elements of success.” One can easily see this point. Success of companies and projects go hand-in-hand with having the right people doing the right thing at the right time, led by the right individuals. Architects by nature work in teams. I would even go so far as to say it is in our DNA.

Some teams vary in size and complexity depending on the projects, but ultimately, our goal in this society is to build environments, and we do it collectively. There are no lone heroes in this profession. Being part of the right team, the A-Team, is of utmost importance in having a meaningful architectural professional career.

Our focus team looked at the large number of women leaving the profession by licensure. To us, there is a direct correlation between the lack of A-teams and job retention. At the same time, our team felt that this is not just a gender issue, but rather an issue for the architecture community in general. So then, defining the term “A-team” was our first must-do task. Since we had just met and came from different types of firms and backgrounds, we needed to create a baseline of understanding before as to where we can begin to understand our topic and hack in ways that we could make meaningful contributions.

After a varied discussion, it was agreed that an A-team was very similar to an orchestra. As in an orchestra, the leader of the team might be the essential conductor, but the players are the ones who make the music. And there is a perfect balance among all the players to produce a perfect pitch and a superb performance.

The A-team could be as big as the whole firm, or be just one team within it, but all members share the same culture and have a common purpose. As in an orchestra, all the players are in complete harmony with one another. They all understand that they are part of a greater project. For us in the architectural profession, the perfect A-team makes each individual feel part of the project: each has responsibilities but feels empowered and encouraged to be a problem solver. A-team individuals can make some decisions for the better of the team and the projects, but they all deliver together as one with great satisfaction, and they have fun in the process.

In an orchestra, every player has an instrument to master and specific notes to play in order to produce a magnificent piece of music. In architecture, teamwork is the life force that sustains the tangible goal of designing a building. In order to create such a powerful experience, the team must execute with excellence in mind. Each individual must be committed to becoming an expert in his or her field and make useful contributions to the team. It is not about “time spent in the office” commitment, but respecting, trusting and granting flexibility to each individual on the team to flourish in what they do best.

Of course, the A-team is not possible without the right leadership. It takes a great leader to build a great team. He or she, like the conductor, knows how well each of the players performs, understands their strengths and weaknesses, and guides them through their performance. The architectural A-team leader has to understand the process and final outcome of designing buildings; they must also think about his team members and create the right environment for them to perform to the best of their abilities. They are great communicators and understand the human side of his/her team too, because ultimately, a happy, talented team creates great projects.

Every firm wants to have or be an A-Team. We all know that an A-Team leads to better performance and professional satisfaction. In order to achieve progress towards more equitable and sustainable practices, our community must re-evaluate how we create and sustain these teams. With a staggering number of female architects abandoning the profession by licensure, I can only imagine what kind of talent are we leaving on the dust.

If a soccer team was missing 32 percent of its players, how could anyone expect them to win the game? Everyone deserves to work in an environment that fosters growth and development, and we must find our A-Team. If it is not there, I encourage you to take a proactive approach and create it. In the process of creating, become a leader. Leaders are not just great at leading the design but also understand the team’s needs and can create a happier and higher performing A-Team. In the end, this will be a win-win for all parties involved.

Let’s keep on hacking.

What's next for EQxD?

Join us in San Francisco at AIASF on June 11th for our next EQxD "U" Workshop "What's Flex got to do with Success?" (Win Win Strategies for Work/Life Flexibility) Meet the panelists, and participate in small group break-outs to "hack" what works for flexibility in the modern workplace. This event is relevant to all AEC professionals! 6pm-8:30pm.

Attend work/life flex June 11

Flexibility Works.

June 9, 2015

by Emily Grandstaff‐Rice AIA

How does the architecture profession break away from our robotic daily work routine into modern work/life integration? — How does the architecture profession break away from our robotic daily work routine into modern work/life integration?

Through recent research, work‐life flexibility has emerged as a key element of defining success for men and women in large and small firms. Flexibility is likely the most important and easiest concrete measure firms can implement. As both a workflow practice and employee benefit, firms have seen positive impacts on culture, employee satisfaction, and talent retention. While work life flexibility practices have become more commonplace, stigmas still exist about those who take flexibility options. As a female architect who has used flexible work policies (who is also married to a male architect that has also used flexible work policies), I can attest to both the advantages and drawbacks of this workplace benefit. While it doesn’t make life ‘easier,’ it does relieve pressure around needing to address somewhat competing obligations in the personal and professional realms.

Below are some of my observations and experiences:

Successful work life flexibility measures need buy‐in from both supervisors and employees. Even with the best policies in place, without direct supervisors having adequate training on the value of supporting employees’ personal lives, employees can feel pinched. Sometimes an arrangement negotiated with higher level HR or leadership can be derailed by an employee’s peer group and direct supervisors. This is where the rubber hits the road. Employees and supervisors need to be clear in communication about their expectations. Personally, I found posting my hours and my cellphone number at my desk went a long way about being clear about when and how I can be reached if I wasn’t physically in the office.

On the other hand, flexible work arrangements must also prompt employees to reconsider when and where they work. Working from home does not always provide distraction‐free time or there may be significant expenses related to upgrading technology to enable telecommuting or remote access, especially as architects deal with large files. (Can I tell you how many times I’ve had issues with VPN?) Employees who chose flexible work arrangements need to be flexible about the nature of work especially in incorporating an appropriate ratio of face‐to‐face time with independent working time.

When does work‐life balance become work‐life blur? Enabling access to technology for remote and ‘off‐hours’ work has a tendency to lead to both work‐life balance and its next iteration: work‐life blur. I find it difficult to be able to turn the office ‘off’ when I’m not working and the constant beeping of my phone does not help. This is a difficult issue regardless of work‐life flexibility policies. Understanding the need to have time to devote to one’s personal life also means that there needs to be a shut off value for all of our sanity. My newest strategy includes switching my phone on silent and using the visual cues to know when I have an incoming call.

Four additional things to consider about workplace flexibility:

1. Rethink time, location and mode of work. Flexibility in the workplace is not about imposing a set way of working on individuals, but rather developing a respect and trust for them to decide to work in the way which fits best for them. This requires an element of mutual agreement. Collaborative working arrangements recognize the difference between ‘working for’ a supervisor rather than ‘working with’ a team.

2. Remember that flexible arrangements do not necessarily reduce a full‐time load. In the case of reduced time, if you work less than 40 hours per week be mindful of the actual hours worked because it may be difficult to scale back responsibilities based on previous performance and expectations. Additionally, supervisors need to acknowledge that when employees are not in the office, they are ‘working’ in the other realms of their life—not relaxing.

3. Be flexible about flexible conditions. Flexible working arrangements should be reviewed a couple times per year. Since flexibility is often a need to fulfill other aspects of employee’s lives, situation can change seasonally. Checking in often encourages dialogue amongst supervisors and employees and good communication is always key to strong relationships.

4. Try not to make hard and fast rules about flexibility. Policies are meant to provide employees equal opportunity and protect the nature of the business enterprise, but sometimes there will have to be exceptions to the policies. Think of every employee and situation as unique. Focus on the outcomes of the flexible work arrangement, not just the impact of the details. Something that works for one individual may not work for another.

Ultimately, flexibility is everyone’s issue—not exclusive to men or women; parents or children; individuals or families; or even architects and designers. Ensuring the well‐being of the people we work with is a goal that helps both the organization and the individual and ultimately leads to success for all in architecture.

Resources

● Catalyst: Flex Works ● Parlour Guide to Equitable Practice: 04 Flexibility ● The Flexibility Stigma ● NY Times: The Unspoken Stigma of Workplace Flexibility

What's next for EQxD?

Attend work/life flex June 11

Conscious Inclusion: #BUILDYOUrtribe

June 8, 2015

by Neelanjana Sen

When I became aware that architecture is the profession I would like to pursue, names of architects and the buildings they were designing got picked up by my mind radar more frequently. The names I learnt about were mostly men, amazing architects - and I started dreaming of being an “amazing architect” myself. Growing up in India I had noticed girls being brought up slightly differently from the boys, but I never faced that in my family. I was never told I was any different - so when it came to wanting to be an architect it didn't even register to me that all my idols were men and I didn't have a woman role model to look up to. I didn't think about this until much later in life - almost well into my first job in architecture.

As I stepped into the practice of this profession I felt it was hard to find women role models who had a positive attitude towards the profession, were amazing architects, and had family and children as well. I felt you cannot have both - a woman had to choose either architecture or family & children. But I wanted to have both, find a work-life balance, be a positive contributor to the profession and be the best architect I could be. I have met some awesome women architects but never engaged in a conversation which would help me understand Why it seemed difficult to do both. Last October when I attended the Missing 32% symposium the survey results gave me hard facts and helped me fill in some answers to the “Why.” For me the pinch points and glass ceiling in the profession as brought forward by the survey opened questions regarding socio cultural perceptions. The image we build of an architect gets circulated and ultimately feed the understanding of masses on who can do a certain kind of work. It’s a loop.

Sen noticed her young son's favorite books about construction had no female characters.

On the point of perception I would like to share a story that made me realize that each one of us is responsible to build biases, stereotypes and construct an image of what society or a profession is. My 4 year old son loves everything to do with construction. He loves the book “Goodnight, Goodnight Construction site.” One day as I came back home from my construction site and mentioned to him where I was - he got really upset. He said in his own way that I could not be a girl and also go to the construction site. Puzzled I asked him why he thought that way. He referred back to his book where all the trucks who worked hard in the construction site were boys! I quickly realized the need to change some of the “he’s” to “she’s” when I read the book to him next.

I have wondered how else are we unknowingly constructing an image where women are absent from a certain scenario? We need to consciously make people aware of the diverse talent pool of this profession and the fact that gender is not criteria for exclusion.

The hackathon was the next step forward to engage in the conversation of how to disrupt the loop of traditional thinking patterns that have built biases. It was also a challenge to myself to think differently--break my personal inbuilt bias of working in a certain way. During the hackathon I realized I have to drop my guard and be open to information. Think about it hacking in a way was what we architects and designers were trained to do. Problem solving, designing an out of the box unique solution is something we have all done during our architecture education and in our professional practice. Tony Fadell the originator of the iPod talked about the fact that “As human beings, we get used to "the way things are" really fast. But for designers, the way things are is an opportunity …” Acknowledging the way things are in the profession should be considered an opportunity to hack. During the hackathon I also realized that dropping my guard is contagious. This contagious spirit can build a community of positivity where everyone is willing to take the risk to come up with a unique solution. I also discovered that hacking for a solution involves identifying the root problem that is often hidden under layers of information. These are the concepts I would like to practice everyday. I would like to bring it back to my workplace and communities I interact with to engage in conversations about equity and bias.

As we continue to build the tribe of women and men acknowledging the root issues in our profession, I hope we will identify many more women architects who can be role models to the next architect in making. I thank the hosts and the sponsors of the EQxD hackathon for encouraging the spread of conscious inclusive thinking and dialogue which I could be a part of.

What's next for EQxD?

Attend work/life flex june 11

Reflections from EQxD Hackathon Jurors!

June 5, 2015

An Interview by Lilian Asperin Clyman

Still buzzing from the energy at the first-ever AIA National Convention Hackathon, four of us gathered at Studio 7 to deliberate and select the winner. Our criteria for evaluation included: Relevance to EQxD, User Experience, Impact & Metrics and Pitch. It all happened very quickly, yet the bonds that formed prove that it’s content and emotion that bind at a core level. We all agreed; this was an experience we will all cherish as one-of-a-kind. Now that we have had time to catch our breath, curiosity around a few reflections was impossible to contain. See below for a few more inspiring words from our Jurors.

Hackathon Jurors from left to right: Obiekwe “Obi” Okolo (OO), Melinda Rosenberg (MR), and Curtis Rodgers (CR)

What surprised you most about the Hackathon?

(OO) The range of ages that were present in the room that day and even further at the happy hour. It was exciting to see that the opportunities for improvement are recognized across the age barriers.

(MR) The excitement over the event and how close to heart it was to everyone. Most folks were feeling the same level of frustration over many of the same issues and why these issues have gone unaddressed for so long. Side note, the flexibility folks wanted it in their benefits as well as their schedules. I loved that the topic of “flexibility” has fearlessly expanded beyond “schedules” to propose that it encompasses “benefits” as well.

(CR) The energy at the happy hour showed that there was a strong momentum growing, and there was the potential to create an annual event.

What did you find most memorable about the winning scheme?

(OO) I really appreciated the potential for growth. The more they talked about it the more I saw it in my head. Social Media, Collective media, features, merchandise. It could really be like the F*** Cancer movement (lock it up). Or an incubator for post/pre arch career entrepreneurs.

(MR) The ability to have results immediately in regards to Meaning and Influence (people connecting) by creating “#buildyourtribe."

(CR) That they went through a process. They first defined the problem they wanted to solve: building support for change, and then thought how to come up with the best tool for connecting with new employees: social media. It wasn’t complicated; they just arrived at a logical solution that is certainly worth piloting.

Hackathon Jurors Melinda Rosenberg, Obi Okolo and Curtis Rodgers listen to EQxD Hackathon groups solve problems and develop their ideas!

When you wore the hat as juror, what were you aiming to sharpen the focus on?

(OO) Something new. Architects have this oddity of a condition where they can be very creative in the built environment but struggle to design non-vanilla solutions in any other avenue. Likely the reason why the winning team were mostly made of nontraditional career track entrepreneurs.

(MR) World peace, then, as an HR leader, to gain a better understanding about what I can improve upon to make a more enjoyable professional work experience to share w/my Partners and staff. To walk away w/a better knowledge of what frustrates folks and how to address them.

(CR) I wanted to see the scope the team took on to be realistic in scale.

What advice do you have for the participants post Hackathon?

(OO) Maintain momentum. If you don’t take your idea and run with it, I WILL!!

(MR) Keep hacking, keep involved, don’t make this a one-time event, if you believe in it, keep spreading the message.

(CR) Don’t stop, keep meeting with your teams. Even if you work on another idea, you’ll have something to show and an experience to build from- you’re exercising a useful skill.

Which aspect of the experience will you cherish the most? Conversely, which is the area of greatest improvement we can consider for the future?

(OO) Just the entire process. I love hackathons and I love the potential that it could be adopted by architecture as a wat FSU (F*** S*** Up) a bit. I think the next step is growing. I want to see more Firm Principals in the audience. More people in general. I’d love to see it become two days. I’d love for the finalist teams to present in front of the entire happy hour crowd? I just want to see this grow! I’d also be so down with being involved!

(MR) The collaboration that lead up to the 3 minute presentations, walking around and listening to folks wanting to make things better through the lens of equity. Looking ahead, I would encourage everyone to keep the conversation going and continue to celebrate diversity in the workplace – it’s a critical differentiator in our new work environment.

(CR) The presentations were great; seeing the different teams try vastly different approaches was really interesting. For the future, I hope we can have engineers and programmers from the exhibition vendors participate, or some simple tools available to the teams for building prototypes.

What's next for EQxD?

attend work/life flex june 11

Interrupt workplace bias, be a “Change Agent”

June 4, 2015

by Karen Robichaud

Our group “hacked” the subject of Hiring and Retention, with a focus on in-group favoritism and implicit bias.

Defining the Problem

When we look at the classic pinch points in an architect’s career that often drive one away from their firm or out of the profession, what we saw was a tendency for firms to hold on to past practices. Often these past practices haven’t fully adapted to the needs of today’s workforce, so how can we puncture those strategies and move forward?

As we discussed issues of in-group favoritism and implicit bias, what really rose to the top was the importance of intentionality. Diversity, inclusion and engagement don’t happen by accident. Our conversation circled around the urgent desire for a shift in culture towards intentional inclusion, transparency and open dialogue. The business case for increased diversity is clear; diversity improves employee retention and recruiting. As we each shared our experiences, what we noticed is that we (as a collective culture) have an awareness problem. Often people don’t even know their behavior isn’t inclusive. What we determined is that firms and the profession need a person or persons in a role committed to change, raising awareness and cultivating an environment in which calling out bias when it happens. All those are tough things and require fearlessness. We landed on the term “agent of change” or “change agent.”

A change agent is an individual or group of individuals within an organization using his/her/their talents and position to enhance the corporate culture and create a more inclusive environment – calling attention to the talents of all types of people. This can be part of beyond the scope of that person’s primary role.

Part of the point of naming the role and owning it is to hold firms and the profession accountable to the commitment. A change agent keeps the conversation going, often at a fever pitch so that it cannot be ignored. When we are striving to transform culture, we are never done. That’s why it’s hard – there is no tidy “to-do” list with boxes to check. We all need to reflect and assess and sometimes we need reminding.

"Change Agent" Team Members: Karen Robichaud, Matthew Gaul, Gabrielle Bullock, Rebecca Sibley, Ashley Banks — "Change Agent" Team Members: Karen Robichaud, Matthew Gaul, Gabrielle Bullock, Rebecca Sibley, Ashley Banks

Additionally, by naming change agents, they can create a network among themselves to report progress, strategize and bring ideas back to their firms. What we saw as the crux of the challenge was a need for bold action. I come from a theatre background and one of my directors always said “be bold, be daring, be brave” and that’s what is needed here. Change doesn’t happen overnight, but with commitment, intention and accountability, it starts to happen.

What's next for EQxD?

attend work/life flex june 11

How does going to a Hackathon make re-entry easier?

June 3, 2015

by Lucy Irwin

I am one of those women who was passionate and determined to be an architect. Who powered through grad school, worked hard at my internship, achieved licensure, and worked on the A team. I loved being an architect. But after my 3rd child was born, I stepped off the career track; every year thinking, “next year I’ll get back on track.” I kept my California License current, never separating my identity from that of the passionate architect. But years piled up.

I launched three children, and now, I can devote myself to my first love, practicing architecture. In December I rejoined the AIA and found Equity by Design. What a stunning group of smart, action-oriented, creative problem solvers – the A Team! Through informational interviews with architects in the Bay Area, I am figuring out where my skills and passions align with the current practice of architecture.

Living close to Silicon Valley, we learn about new technologies almost by osmosis. Architects are fighting for every project they get, and doing things the same old way just does not cut it anymore. Companies like IDEO and Google are using technology and design thinking to solve problems, and we architects need to adapt to changing technologies and opportunities. When I found out that Equity By Design was sponsoring a hackathon at the AIA Convention, I was excited to join in and try my hand at this creative problem solving process.

In the hackathon, it was inspiring to meet a room full of people, passionate about changing the practice of architecture, and making it relevant to the 21st Century. Instead of being fed information, we created new knowledge by sharing our insights and experiences, hacking the pinch points in the practice of architecture.

Our group “hacked” the subject of how architects can relaunch after taking time away from the profession, and how to present returnees as an asset to firms. We started with defining the problem:

What makes it difficult to return and how do we encourage/support those returning to Architecture?

Liability to Asset

Some of the factors that make it difficult to return to the profession of architecture are the challenges of staying current, the narrow perspective of what architecture is, the competitive nature of architecture and architects, and the confidence conundrum. We considered the fact that once a person is trained as an Architect, they continue to see the world through an analytical, creative and problem-solving lens. While time away from a conventional office setting may be seen as a liability, it can provide an opportunity to develop other skills such as leadership, focus, entrepreneurship, a deeper understanding of client needs, and project management, as well as developing connections to the community.

We also discussed a challenge the profession is still battling; the lack of understanding by the general public about what architects do. We saw an opportunity for the profession to leverage the voice of those who are not actively practicing in a conventional firm. For these individuals to be ambassadors to the public; to demonstrate how architects innovate, to think strategically, and to add value by creating more productive environments.

Our Hack

Throughout history (We can thank the French for this one) “Salons” have provided an environment where members meet regularly, with a variety of stakeholders, to present research or projects to one another. At our hack we discussed how the forum of the salon would provide a great entry point for returnees. The salon offers a deadline, an audience and the opportunity to develop communication skills. The benefit to the individual is a structure to present in front of an audience; the benefit to the audience is an opportunity to gain new knowledge, network, develop camaraderie and broaden insights. In hacking the “Salon”, we can create communities which support and challenge returnees to share an area of expertise, and build confidence in their ability to present their ideas publicly. We imagine these salons including not only architects, but also allied professionals and community members who are interested in understanding how architects enrich the built environment. Potential employers/clients could see an individual in action, presenting design and research, showcasing their skills, approach and talent.

There are a number of key performance indicators we recommend analyzing to determine if salons are an effective tool for encouraging and supporting returnees:

number of people who participate in the salons
number of presentations
number of new clients generated
amount of knowledge generated
number of people re-employed in their area of choice and passion

The Salon concept for Returning Architects presented by Nancy Alexander for the team.

As promised, time flew by, and before we knew it, it was time to come up with a pitch. Ours was not as catchy or pithy as needed to win the hackathon, but I certainly won new skills and insights in the process. It was exciting to watch the other groups present their hacks, and the message of the winning team, is a valuable message for surviving any of the pinch points in your career: #BuildYourTribe.

The hackathon was part of that warm welcome back to architecture, Lilian Asperin Clyman has been talking about. New technologies allow people to work remotely, collaborate, and build teams across geographical, cultural and temporal boundaries. But some activities are still better in person, and a hackathon is one of those in-person events, where individuals can learn from each other, test ideas, and find out what resonates.

I’m looking forward to my next opportunity to hack. My first hackathon was a chance to use my design thinking skills in a fast paced collaborative environment and learn from a diverse group of architects and other allied professionals. I came away from the event inspired to build my tribe as I relaunch my career. Maybe I’ll even start a salon! And next time I hack, I’ll be more confident presenting my ideas, using some of the techniques I saw in action. Maybe I’ll even use a hashtag, take a few selfies and tweet you the results!

Meaning & Influence: Returning to Architecture

Team Members

Lucy Irwin
Nancy Alexander
Jayshree Shah
M. von Nkosi

What's next for EQxD?

ATTEND WORK/LIFE FLEX 6/11 AIASF

I’m not an Architect...

June 2, 2015

by Karen Robichaud

I am not an architect and, I don't event play one on TV!

I majored in English and minored in Theatre Arts. When I graduated I had no clue what to do with myself or how to build a career out of my interests and skills. Eventually I stumbled into graphic design and communications for an architecture firm. This gives me a different perspective on how firms operate, how equity fits into that and what they can do. Because of my liberal arts background I’m always trying to connect issues and ideas across disciplines. Before I arrived in Atlanta for the Equity by Design Hackathon, I read the course materials, but I also revisited some of my favorite pieces that have taught me to broaden my perspective and deepened my understanding of how different people understand the world. Sometimes revisiting a favorite piece better clarifies my ideas or reminds me of a great way to phrase a thought. I too need to step outside myself and listen. I read through a few of my favorite passages from Roxane Gay’s Bad Feminist, re-watched Chimamanda Adiche’s TedTalk, “The Danger of a Single Story” and pulled up one of my long-time favorite essays “Yes, You Are” by Sarah D. Bunting about feminism. Each of those pieces inspires me and prompts me to think about what I can do and share to help “eat the equity whale.”

Walking in to the Hackathon, I had no idea what to expect from the experience. After all, I’m not a hacker and I’m not an architect! I left feeling inspired, excited and eager to implement hackathons everywhere. There’s so much to hack! As I listened to the introductory remarks and comments before we broke into small groups, I had an idea for something I’d like to hack specific to the equity movement. I was struck by the importance of language. I care deeply about how we use language and the meaning of the words we use (which is part of why “Yes, You Are” appeals to me). In the context of the Equity by Design discussion, I was struck by when and how words like male, female, man, woman and girl were used. I never heard anyone utter an equivalent of “girl.” In the session I heard a few people say “girl” when they should have said woman and I never heard that happen with “boy/man.” It’s a small thing and it’s subtle, but the longer we perpetuate the use of “girl” when we mean “woman,” the clearer it is that issues of equity and perception run deep in our social constructs.

I admire the research and dialogue the Equity by Design effort has cultivated, but I think a big piece of the puzzle is education on a broader level. How do the issues facing architecture mirror those facing other industries? We need to talk about what’s going on in our society at large for different groups to better understand how and why biases play out in the workplace. When we talk about the cultural ideals reflected in the media and pop culture, we better understand why it’s so deeply ingrained in our subconscious that it’s “bad” for women to exhibit assertive behavior. I think unlocking some of that is key. Many other industries suffer from the same gaps in diversity and if we have larger, interdisciplinary discussions that support and inform industry specific conversations, it becomes possible to move the ball forward on multiple fronts.

The Hackathon reminded me how important it is to listen, challenge assumptions and push outside my comfort zone. I want to keep talking about equity, draw parallels to other disciplines and elevate the conversation so we’re not working in a bubble. I want to find ways to help people see the challenge from many angles so that we’re all hear each other better.

We need to listen and we need to share stories fearlessly.

What's next for EQxD?

attend work/life flex june 11

We need to Hack more!

June 1, 2015

by Matthew Gaul

Without a doubt, the most significant event of the whole AIA National convention in Atlanta was Equity by Design (EQxD) Hackathon ½ day event. Unique to the convention we were going to do something, on the spot, to improve the profession. The whole afternoon was a microcosm of what I have experienced since I attended my first EQxD meeting a year ago. What I got out of it was a real sense of what it will take to move the profession forward and an even stronger sense of optimism that we will get there.

Why I went:

Like all EQxD events and meetings I’ve been to, the Hackathon was about awareness and action. Action is the key to causes. Architecture is keen to action when it comes to external things like the 2030 Challenge for sustainability, but we’re ironically inactive about our own internal challenges.

At the Hackathon, we set out to focus internally, not on our desires about design as architects are regularly accused of doing, but on our self-worth and conduct. Frankly, it is still a significant thing for the profession to stand up out of our sandbox of beautiful designs, to grapple with real human issues. I believe doing so helps us realize our true value and prepare for a Post-Green world, when being sustainable will be as much of a concern to the public and the profession as being accessible and ADA compliant. When we get there, we’ll be left with our one common denominator: our fellow humans for whom we design. After all, Architecture can’t sustainably focus on sustainability because we’ll get there, and when we do, we’ll be left with our one common denominator: our fellow humans for whom we design.

I also wanted to be there to be one of the men in the room. Everyone has potential for implicit bias, groupthink, and ignorance. Research shows us that diverse groups make more intelligent and equitable decision through a reduction in assumptions and increase in experiences and awareness. So, by participating help mitigate these factors in myself and others.

How it went:

It was hard. Not in the typical architecture-is-hard because the problems are complex and take a long time to develop solutions. It was hard because we didn’t have a long time to figure things out, and we couldn’t use our typical problem solving methods. We were actively figuring out what our methods could be while using them to solve our group’s chosen equity issue, and then presenting in a way that we were totally unaccustomed. And that’s the essence of a hackathon.

In the end, this was the most focused, participatory, and fruitful four hours of the whole convention. Don’t get me wrong; other convention activities had the same high qualities, but none produced original work on the spot and drew upon their participants to act in the present and future in quite the same way. We all left with a feeling of community, ownership, and responsibility.

What I take away from it:

Equity in Architecture and improving the value proposition/understanding of architecture is going to be a lot harder and more complicated than I thought. It isn’t just a matter of sharing information, straightening up, rallying others to action, and changing what others do or think. There is a lot of hard work in figuring out how and what we are doing to change ourselves as a profession and how others perceive us.

Personally, I will make it a point to draw on others more. (It won’t be just to spread the good word of equity, but it will also help shape the bricks that we will use to build a better profession. It is my hope that AIA National does the same.

There is a real value in every single person’s time and energy, because they can shape the course of events and the profession that shapes humanity’s built environment.

And who wouldn’t want a part of that?

Read more of Matthew's thoughts on the importance of equity in architecture from an excerpt of his EQxD Hackathon scholarship essay below.

“I believe that Architecture fundamentally needs to raise its internal and external valuation to reflect the importance of architecture in the daily lives of people, society, and the future of humanity. This improvement of valuation has to start with better, more equitable practices within the profession. Once we value ourselves better in this way, provide greater opportunities to our members, and retain more talent, we can better communicate our value to society, and achieve a level of regard and compensation that will enable us to produce our best work.”

— Matthew Gaul

What's next for EQxD?

Attend work/life flex June 11

Promotion and Advancement: How to champion the Pull.

May 29, 2015

by Mike Davis, FAIA

Japanese gardeners use a small hand saw called a nokogiri. Cool thing about this tool? Instead of pushing on the blade, it cuts when you pull it.

Thanks to the Missing 32% Project: 2014 Equity in Architecture Survey findings, we know that very few women become principals or owners in US architectural firms. With this deficit front-of-mind, putting pressure on all architects to recognize and act on gender inequity is right. Creating pathways to leadership for women in architecture is critical. But that pressure – the equity push – may not in itself solve the problem in time to keep more women from giving up on the profession.

To make change happen urgently, we also need a complementary force. Call it … the pull.

Defining the challenges with promotion and advancement in Architecture.

When your breakout topic for the Equity by Design “Hackathon” at the 2015 AIA National Convention is “Promotion and Advancement”, it becomes a question of how. How do we create the pull for promotion and advancement? What would convince the people – mostly men – running US architecture firms that having more women in senior leadership positions is vitally important?

We can make the business case for equity. 1) Studies prove the correlation between inclusivity on a corporate board and organizational profitability. 2) We have market research showing how much global spending is now being controlled by women. 3) And how about that Harvard Business Review report that says teams with more women on them are just smarter? We can argue the intrinsic value of diversity. We can opine that social intelligence – the sine qua non of 21st century enterprise – is stronger in women. Plenty of compelling evidence.

But in order for gender equity to happen any time soon, the men in charge of our firms need to change their behavior. Men-in-charge are the leverage point in the system as it currently exists. So to “hack” the system, men must be made part of the solution.

Speaking as a male Principal in an architectural firm, I’ve been in the conference room when candidates for promotion and advancement are being considered. Qualifications, talent, dedication, leadership, professionalism? Sure. All those factors are considered. But the thing that ultimately makes a bunch of architects decide to promote someone else to Principal? Trust.

Trust ultimately creates the pull for promotion. Not rational argument, not compelling evidence, not market studies. It’s not an intellectual decision. It’s an emotional one.

We know that there are men out there who want to see women succeed in architecture. And we know trust is contagious. So the Equity by Design Promotion and Advancement “hack” is: the formation of strategic intra-firm partnerships.

A strategic partnership would begin like this: Women, find advocates among your firm’s current Principals or senior leadership. Asking someone for advice is powerfully motivating. Engage them in candid conversation about mutual goal-setting, professional objectives, career paths. Be sure you frame your aspirations in terms of how the firm can also benefit. This is the basis for interpersonal trust in a corporate setting.

And if you can’t find those advocates at your current firm, get your resume in circulation.

Team members including Jessie Turnbull, Mike Davis, Meg Brown and Frances Choun pitch The Pull for Promotion and Advancement.

The next step: understanding that a firm’s corporate values and behaviors derive from the values and behaviors exhibited by its Principals, the advocating Principals need to demonstrate their trust in the candidates to the rest of the firm. This could take the form of delegating authority for certain corporate activities or functions and then visibly supporting the candidates’ decisions.

In systems-thinking terms, the advocating Principals would be creating a reinforcing feedback loop. As more firm leaders witnessed this support, more would be inclined to extend their trust as well. The pull would be present. Promotion and advancement would follow.

Rather than relying on the interpersonal ju-jitsu of office politics, something more like mentoring is what creates lasting and mutually-beneficial trust. Eventually, this kind of exchange would also create a support network and a culture of open dialogue about professional development in the organization. And then, not only would gender equity and ownership transition be served, but a firm’s capacity to respond and adapt to unforeseen future challenges would also be strengthened.

Japanese gardeners use a small hand saw called a nokogiri. Cool thing about this tool? Instead of pushing on the blade, it cuts when you pull it.

Strategic partnerships can build trust. And trust can create the pull for promotion and advancement. Like the nokogiri, pull works.

Team Members:

Mike Davis, FAIA Bermeyer
Frances Choun, VP of McCarthy Building Companies
Meg Brown Principal, Perkins + Will
Jessie Turnbull, RA Associate, Robert AM Stern
Randy Seitz, Principal, AIA Blue Ridge Architects

EQxD Workshop #2 - What's Flex Got to do with Success? RECAP

WHAT'S NEXT FOR EQxD "U"?

Promoting equity practices in architecture, The A-Team

Flexibility Works.

What's next for EQxD?

Conscious Inclusion: #BUILDYOUrtribe

Reflections from EQxD Hackathon Jurors!

What surprised you most about the Hackathon?

What did you find most memorable about the winning scheme?

When you wore the hat as juror, what were you aiming to sharpen the focus on?

What advice do you have for the participants post Hackathon?

Which aspect of the experience will you cherish the most? Conversely, which is the area of greatest improvement we can consider for the future?

What's next for EQxD?

Interrupt workplace bias, be a “Change Agent”

What's next for EQxD?

How does going to a Hackathon make re-entry easier?

Liability to Asset

Our Hack

#BUILDYOUrtribe – Equity by Design Hackathon 2015 Winners

What's next for EQxD?

I’m not an Architect...

What's next for EQxD?

We need to Hack more!

How it went:

What I take away from it:

READ MORE ABOUT WE310 EQUITY BY DESIGN HACKATHON RECAPS

What's next for EQxD?

Promotion and Advancement: How to champion the Pull.

What's next for EQxD?