A platform for research: civil engineering, architecture and urbanism
A platform for research: civil engineering, architecture and urbanism
Maintaining Collaborative Teams
This chapter discusses the importance of having the right team size, explaining how appropriate team size is maintained by assembling a team no larger than necessary to accomplish its assigned task. A key element of team organization is structuring teams to achieve both large scale objectives and fine‐grain focus. Interdisciplinary teams are composed of members with different training and experience. Cross‐functional team structures have been highly successful in manufacturing and software design industries. Many construction projects are completed in less time than it takes to develop optimal team dynamics. Even in longer‐term projects, hand‐offs in primary responsibility between phases from one core group to another increase project turnover and shorten interaction time. Coaching works best between people who have an established relationship and when provided in a consistent manner. The fundamentals of coaching are simple in theory but require nuanced application in practice. The chapter also presents a discussion between Caryn Brause, author of The Designer's Field Guide to Collaboration and Clare Olsen, co‐author of Collaborations in Architecture and Engineering, about their research on collaborative teams in practice as well as the need for architecture education to respond to the development of leadership and collaboration skills in architects.
Maintaining Collaborative Teams
This chapter discusses the importance of having the right team size, explaining how appropriate team size is maintained by assembling a team no larger than necessary to accomplish its assigned task. A key element of team organization is structuring teams to achieve both large scale objectives and fine‐grain focus. Interdisciplinary teams are composed of members with different training and experience. Cross‐functional team structures have been highly successful in manufacturing and software design industries. Many construction projects are completed in less time than it takes to develop optimal team dynamics. Even in longer‐term projects, hand‐offs in primary responsibility between phases from one core group to another increase project turnover and shorten interaction time. Coaching works best between people who have an established relationship and when provided in a consistent manner. The fundamentals of coaching are simple in theory but require nuanced application in practice. The chapter also presents a discussion between Caryn Brause, author of The Designer's Field Guide to Collaboration and Clare Olsen, co‐author of Collaborations in Architecture and Engineering, about their research on collaborative teams in practice as well as the need for architecture education to respond to the development of leadership and collaboration skills in architects.
Maintaining Collaborative Teams
Smith, Ryan E. (author) / Carraher, Erin (author) / DeLisle, Peter (author)
2017-03-15
10 pages
Article/Chapter (Book)
Electronic Resource
English
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