building
It leaves no sign of its past self behind
Anasazi dwellings
If you want to build an outrageous building
The grid and its difficulties
A timeless space
Quaker Square Inn
The Timeless Way of Building
A Book by Christopher Alexander- Mind of no mind
- The quality without a name
- An objective matter
- Bitterness
- The most precious thing we ever have
How Buildings Learn
A Book by Stewart BrandBuilder Brain
An Essay by Charlie WarzelThe Builder mindset often eschews policy completely and focuses on the macro issues, rather than the micro complexities. It is a mindset that seeks to find very elaborate, hypothetical-but-definitely-paradigm-shifting, futuristic technology to fix current problems, instead of focusing on a series of boring-sounding and modest reforms that might help people now.
…The worst version of Builder mentality is that their dreams become reality, but instead of maintaining their creations, they simply move onto the next Big Thing, leaving others to deal with the mess they’ve made.
A time to build and a time to repair
An Article by Elizabeth M. RenierisThere is a time to build and a time to repair. Repairing what is broken is difficult and important work that requires contextualizing technology and working within creative constraints…If we just keep building without repairing what exists or applying lessons learned along the way, we will continue to spin our wheels as the same problems accumulate and amplify. In this way, our technology may evolve, but our relationship to it (and to each other) can only degrade.
The joy of the humble brick
An Article by Tim HarfordThe brick is one of those old technologies, like the wheel or paper, that seem to be basically unimprovable. ‘The shapes and sizes of bricks do not differ greatly wherever they are made,’ writes Edward Dobson in the fourteenth edition of his Rudimentary Treatise on the Manufacture of Bricks and Tiles. There’s a simple reason for the size: it has to fit in a human hand. As for the shape, building is much more straightforward if the width is half the length.
The Maintainers
A WebsiteThe Maintainers, a global research network interested in the concepts of maintenance, infrastructure, repair, and the myriad forms of labor and expertise that sustain our human-built world. Our members come from a variety of backgrounds, including engineers and business leaders, academic historians and social scientists, government and non-profit agencies, artists, activists, coders, and more.
Are We Really Engineers?
An Essay by Hillel WayneFollies
A DefinitionFolly at Hagley Hall, Hereford and Worcester, built by Sanderson Miller, 1749–50
In architecture, a folly is a costly, generally nonfunctional building that was erected to enhance a natural landscape. Follies first gained popularity in England, and they were particularly in vogue during the 18th and early 19th centuries, when landscape design was dominated by the tenets of Romanticism. Thus, depending on the designer’s or owner’s tastes, a folly might be constructed to resemble a medieval tower, a ruined castle overgrown with vines, or a crumbling Classical temple complete with fallen, eroded columns.
On the "Building" of Software and Websites
An Essay by Dorian TaylorI’m beginning to suspect that software, and more conspicuously the Web, is fundamentally the wrong shape for the archetype of the construction project.
Managing Oneself
Only from strength
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
Feedback analysis
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations.
Taking pride in ignorance
First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
Second, work on improving your strengths.
Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths.
But bulldozers move mountains
A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.
Waste as little effort as possible on low competence
One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.
How do I perform?
For knowledge workers, How do I perform? may be an even more important question than What are my strengths?.
A few common personality traits usually determine how a person performs:
- Am I a reader or a listener?
- How do I learn? Writing? Taking notes? Doing? Talking?
- Do I work well with people, or am I a loner? And if I do work well with people, in what relationship?
- Do I produce results as a decision maker or as an adviser?
- Do I perform well under stress, or do I need a highly structured and predictable environment?
- Do I work best in a big organization or a small one?
To improve the way you perform
Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
The mirror test
In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave."
This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning?
Your organization's values
Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
Values vs. strengths
There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof).
Values are and should be the ultimate test.
Successful careers are not planned
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer.
The best-laid plans
It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half?
The second half of your life
Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored.
There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs.
There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60.