Architecture – Little "D” and Big "D” Design

Abstract

This purpose of this paper is to assess the current state of technology impact in architecture and gain insight into possible emerging practice and educational opportunities. The intent of the literature review was to gain a sense of the evolution of the architect, both as designer and process manager through history. Initial reviewed sources focused on the architect in history (Smith, Harvey, Kostof, Gothwaite and Burns). Thereafter, additional readings included architects in the modern era (i.e. 20th century – Gropius and LeCorbusier). Further investigation looked at technology infusion in the related fields of the marine, aerospace, and automotive industries. A spin out of this research lead to further reading in the areas of management theory and principles of organizational strategy with a focus on process and change management for the purposes of leveraging technology. The literature review revealed limited technology and management research relative to technology in architecture and construction; however, a plethora of sources were found relative to technology impact and management strategies in related manufacturing fields. Additional primary source data was compiled via two (2) architectural project case studies that are technology centric. Other underpinning primary evidence was provided via interviews and conversations with relevant organization and institutions representatives pertinent to the profession of architecture. The research findings indicate the profession of architecture is slowly mutating through process and product change of significant impact on a scale arguably similar to that of the Renaissance. During the Renaissance the master builder and the guild workshop system were denigrated; this ultimately resulted in the process of architecture splitting (fission) into the two primary fields of design and construction. In the contemporary context, the research indicates the act of architecture is increasingly considered as a holistic issue of design-construct-operate. The research findings indicate that technology evolution and congruent management organizational models are increasingly integrating (fussing) collaborative design-construct-operate specialists in the process of making architecture. This evolutionary trend requires a management "hub” firm; will this void be filled by architects, engineers, builders or managers? How BIG will architects define ‘design' in the future?