A (Hokie) Architect's Take on the UVA Debacle

The recent furor over the forced resignation of Theresa Sullivan at UVA (http://wapo.st/MhuQh6) is a clear example of how decision-making defines an organization. As an alumni of another of the Commonwealth's flagship universities -- Virginia Tech, (where the current, long-serving president is an architect!) -- I've been particularly interested to see how two methods of leadership have clashed.

Decision-making,whether in companies, boards of directors, pastoral teams, city councils, tends to follow one of two models: Command or consensus.

In the command, or executive, model, a small number of persons, with appropriate authority and responsibility decide what needs to be done and then works to bring the rest of the organization along. This method is, understandably, most often found in for-profit, bottom-line companies.

The other model involves engaging a broader group in which authority and responsibility are collectively held. Consensus-based decisions involve the group working together to first define the needed action and then systematically reviewing options, considering everyone's opinion and ultimately making a decision that the entire group supports.

Both models of decision-making are valid and both have their place. My observation after working for 23 years with both executives and boards is that many boards, like the UVA Board of Visitors, are opting for a top-down, command-style decision-making, while many businesses are discovering the power of consensus-based decision-making. Applying the wrong method in the wrong situation creates debacles like what is happening at UVA.

Any change, whether short or long term, involves risk. How an organization decides what change to make shapes the risk involved. Executive-style decisions are faster and can be more efficient which usually translate in saving money and the ability to seize an opportunity. Consensus-building trades the advantage of speed for the stability of shared risk and enduring support.

Believe it or not, architects, particularly Blue Ridge Architects, are good at help you shape the right decision-making process. Give us a call or email us and let us explain how we can help you manage risk through good decision-making.

Management vs. Strategic Vision

Some more thoughts on master-planning.  Before you groan and roll your eyes, hear me out.  There is probably more suspicion about architects trying sell master-planning services than anything else we do. In a tough economy, where dollars are tight and organizations struggle to keep overhead and administrative costs low, long-range planning (we prefer this moniker to "master-planning" ) may not seem like a priority.

Campus Plan for Eastern Mennonite School, Harrisonburg, VA

Long-range campus and facility planning have value both as a near-term management tool and as a longer term strategic tool.  We are finding that the ambivalence many executive directors, vice-presidents and board members feel about long-range planning comes from not understanding the distinction between these roles.

We believe that managing growth is a near-term function -- five year out, max.  The planning horizon for most schools, clinics, churches is only a couple of years in the future.  Demands for services, demographic and economic trends, regulatory impacts become very speculative beyond 3 to 5 years.  Therefore, a 5-year plan can and should be responsive to known, quantifiable circumstances and thus serve as tool for managing your campus and facility in that time frame.  This is also why long range planning needs to be updated at least every five years.

Beyond five years, organizational decisions have to be guided by a strategic vision.  This means a board, a president, a pastor has to say, "This where I/we believe we are called to go".  A long-term campus or facility plan can serve as a vital tool to communicate, further and inform that vision.  Critical point:  if you and/or your organization can't articulate a strategic vision then we as architects shouldn't try to do a master plan for you.  If you are ambivalent about where you see your college, church or non-profit is going, then we as architects are tempted to substitute our vision for your lack of one.  That isn't healthy for us or you.

Organizations need both good management and strategic vision. The key to getting maximum value from the money you pay for master-planning services is understanding the difference. Blue Ridge Architects can help you plan facilities and campuses in a manner that is both practical and compelling.