Embracing change
By Katie Kangas
How architecture firms are responding to COVID-19
The advent of COVID-19 has swiftly immersed us in a dystopian world worthy of Isaac Asimov. I have long enjoyed science fiction for its ability to imagine future repercussions of extreme circumstances. Normally I’m struck by the seeming impossibility of science fiction stories simply because we, as a society, tend to resist change. However, the changes forced on our society over the past few months have posed very real challenges to our work habits that could shift office standards faster than we have ever seen before. Architecture firms may be able to adapt quickly and nearly seamlessly because the unique circumstances surrounding COVID-19 make it easier to embrace change:
Ubiquitous Circumstances
Everyone is impacted. I have not met anyone who can say their life has been unchanged. Whether it is finances, job security, shopping, social engagements, family, schooling, graduation, prom, worship, hygiene, workouts, sports, or musical events, COVID-19 and the regulatory response has touched everyone in some way. Some may experience only minor changes in their daily habits — but no one can deny these events have affected all levels of our society. For architects, these people are our consultants, clients, and our own teams.
Seeking Security
Events that permeate every level of our society are rare. They shift our historical narrative, but we eventually adopt a new normal, with slightly altered routines or societal norms. During my life, I have seen how 9/11 heightened airport security and how the 2008 recession affected financial security. The events around COVID-19 and record unemployment levels have touched nearly every American’s sense of security. When we feel uncertainty — we more readily accept changes that promise a more secure future. Architecture firms that survive through each recession have developed methods of building resilience while adapting to new challenges. However, in 2008, many young architects left our industry to find security in different fields. Architecture firms and industry leaders need to stay vigilant to avoid another gap in talented future architects.
Plan for Resilience
We can be certain only of the uncertainty in our future. Forward-thinking businesses — companies that attempt to preempt future struggles — thrive through unexpected outcomes that topple the unprepared. Architects constantly plan for the future. Our practice calls us to design for disasters, plan for maximum occupancies, and consider the full life of a building. Although no architect has claimed to have predicted a pandemic, many firms have adopted work flows and business systems that increase their resiliency during crisis.
Digital Communication
Pre-COVID-19, many architecture firms developed systems for their multi-office teams to collaborate on projects. The technical groundwork for such changes includes company servers, portable personal technology (laptops, cellphones, etc.), cloud-based BIM projects, and videoconferencing platforms. Architecture teams standardized these practices in the search for efficiency and increased flexibility. Firms with these systems in place and a backlog of projects have not skipped a beat. Many have smoothly transitioned in-person meetings to videoconference calls to keep their teams connected.
Change was Already Here
Videoconferencing is not new. Many project teams used it out of convenience. It allowed project teams across offices or even around the world to connect. However, most primary meetings assumed a physical space. Put simply, knowing the technology was available didn’t force anyone to rely upon it. Some stay skeptical of the new technology because of glitches or a steep learning curve. Because of COVID-19, most project teams suddenly were forced to rely solely upon videoconferencing. The biggest shock for some is that the technology delivered. Meetings continued. People connected. And business goes on.
Expanding Vocabulary
As business continues, “Zoom” is joining “Google” as a 21st-century colloquial verb. Companies that didn’t have videoconferencing suddenly can’t afford not to. Nonprofits, churches, schools, families — everyone suddenly relies upon this new platform for communication. In a time when we are told to stay six feet from everyone, Amazon has sold out of webcams, and people’s need to be seen is being fulfilled virtually. Some architecture firms needed to quickly add these systems. For them, the past two months have been a bit of a scramble. But with fewer project inquiries, they have the time to build up their IT, servers, and systems to create a new way of working.
Dumping Stereotypes
With so many new digital communities, perhaps the skepticism from late adopters of technology will be shattered. I used to scoff at teenagers and college students who sat across from each other in a coffee shop, looking at their phones with headphones in. Now the younger generations, gamers, “tweeters,” Instagrammers, and YouTubers are leading the charge of continued content creation and digital conversations. Most of us would agree that these platforms cannot replace the connection of meeting in person. However, if someone is new to these social media platforms, they may be surprised at the appeal and ability to connect with people and topics they care about. In architecture firms, encourage younger staff to use their natural forms of communication to initiate digital conversations.
Support New Leaders
Emerging professional architects are ready and waiting for the opportunity to lead project teams during this virtual transition. Trusting individual team members to work remotely is critical to the success and sanity of managers and principals. Emerging professionals need to feel they have the opportunity and ability to fill gaps they see in processes and contribute to team cohesion. In turn, emerging leaders need to reach out and continually ask questions and confirm their assumptions. Cultivating leadership qualities in young architects strengthens the entire team. Architects can no longer work in a vacuum. Collaboration is the key to completing evermore complex building systems and regulatory processes.
Life Goes On
No matter the repercussions of COVID-19, life will go on. Business will eventually resume. For some architecture teams, the extreme circumstances of COVID-19 forced their firms to catch up with contemporary practice, flexible hours, remote work, and trusting their employees. I’ve heard several architects sigh with relief at newfound freedoms. If firms didn’t already learn this lesson, I hope the current circumstances make it clear. Caring for team members is crucial. Firms have the power to remove regulatory barriers to reduce stress, empower individuals to work smarter, not harder, and enable all team members to thrive in their work.
The COVID-19 pandemic hit us like a wave. If an architecture team stays nimble, it has the opportunity to ride out this wave until calmer waters return. Embracing changes that keep a team balanced and connected can shorten a team’s recovery time. Change isn’t easy. The technology and resources available to us make it possible to weather the upcoming uncertainties as a community of architects. If you find yourself struggling, seek out individuals and firms who are managing, observe, and adapt to strengthen your team. It is possible for life and work after COVID-19 to become better than before because of the resources and connections made during adversity.
Author Bio:
Katie Kangas, AIA, NCARB
Kangas founded her firm Pasque Architecture in March. She is building a process-centered practice to serve small communities and rural towns. Kangas is the Young Architect Regional Director for the North Central States Region.