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7 principles of our practice

1

IDENTIFY AND DEFINE THE CLIENTS NEEDS GOALS AND OBJECTIVES

Our clients are key members of the project team. We listen to their needs, taking time at the beginning of the project to clearly identify and define the project requirement, which will generally allow for more rapid progress later in the process. A simple and precise analysis in the beginning is often the Keystone of a good solution.

Take time to go slow to go fast

 

Keystone:

The Stone of the arch that locks the others together

2

VALIDATE AND CONFIRM THE ANALYSIS WITH THE CLIENT AND THE PROJECT TEAM

Clearly present to the client and the project team a concise analysis.  The project team reflects the client’s values.  Listen to all team participants and test the analysis for flaws.

Avoid Analysis Paralysis

 

Analysis Paralysis:

The over immersion in analysis to the extent that synthesis cannot occur

3

CLEARLY COMMUNICATE THE BIG IDEA. DO NOT BE LIMITED TO CONVENTIONAL OR SAFE SOLUTIONS

Clients want options, flexibility and strong concepts.  Provide these key decision-making tools.  Provide a range of risks and rewards, as well as design innovation.

Provide real alternatives, not “Straw Men” that attempt to manipulate the decision-making process

 

Straw Men:

A weak argument intentionally set up by a debater and attacked to make a predetermined point

4

REFLECT ON THE TEAM INPUT AND CRITICISM, THEN MAKE APPROPRIATE, CLEAR AND RATIONAL RECOMMENDATIONS

We are not salespeople.  We are advisers to our team with a unique, but not sole frame of reference.  Rational and appropriate solutions sell themselves.  Our clients want us to be strong but flexible, challenging yet understanding, innovative and practical, advocates yet listeners and efficient as well as thorough.

Our most valued awards are our successful clients

 

appropriate solutions:

A response to a problem that is thoughtful of the full range of valuation including cost, client apetite, community ethics, market conditions, etc.

5

"GOD IS IN THE DETAILS"

And so is the Devil!

Beware of “getting down to details”. Prematurely arrived at, they generally work at odds with the Big Idea Once the detailed documentation begins, consistent reference to the concept is essential to staying on track, as well as to the successful realization of an optimized project.

Focus on details, however within the concept’s parameters

 

Big Idea:

In philosophy the “Higher Hypothesis,” or concept which subsumes all critical problem issues

6

TIME IS MONEY. UNDERSTAND AND RESPECT THE BUDGET AND SCHEDULE. PEOPLE ARE COUNTING ON IT

There are no “ridiculous or impossible” schedules.  Only our client’s schedule.  We know you dislike surprises, therefore we control our process to avoid them.  We seldom miss a budget or schedule.  We work with you to anticipate and avoid problems.

Be proactive instead of reactive

 

Proactive:

Antithesis of reactive, anticipatory action

 

7

PROVIDE LEADERSHIP WITHIN THE TEAM FRAMEWORK

The baton of leadership is passed often amongst team members during the course of a project.  It is essential to understand the evolving leadership needs of a project and to be willing and prepared to both assume and/or pass the leadership responsibilities as issues.

People are not managed, they are led.  Leaders know how to follow

 

The Baton of Leadership:

The inherent responsibility to share leadership in a team environment