【文章內(nèi)容簡介】 l do so not by increasing their depth but by benefit of broader capabilities involving their reach. 5 What do we do now? Go wide and deep. Go against mon wisdom and fortify your soft skills, your reach and wingspan. To master BIM you have to transcend BIM. We need to develop both sides of ourselves in order to move beyond our own and others’ biases and anticipate consequences for courses of action before they are acted upon. We need to develop the ability to put the project first, navigate iRooms and packed conference tables to get our ideas and points across, be able to read people for overt and subliminal responses, have the confidence to ask questions without feeling threatened and be asked questions without being defensive. It is as though we have placed so much emphasis on the bricks we’ve fotten the mortar that allows us to municate genuinely, to relate well with one another and integrate. Having to choose between depth and breadth is a false choice that heads our profession and industry in the wrong direction. Rather than focusing on one over the other, we need to develop simultaneously vertical deep skills and horizontal soft skills, to work on our strengths and weaknesses, to be expert and antiexpert, specialist and generalist, to design from evidence and from intuition, to be task and peopleoriented, to have mastery over one thing and be a jackofalltrades. As one blog menter recently asserted, “In order to practice architecture well, you need to understand a lot of things that aren’t architecture.” BIM technology experts know one thing. To flourish and persevere, we need to know and do many things. Often overlooked in mutual mentoring of puter technology and building technology by senior and junior staff are basic people skills: listening, questioning, negotiating, collaborating, municating. The concern is that the emerging design professional — adept at BIM tools while learning how buildings e together — won’t learn the necessary munication and people management skills to negotiate a table full of teammates on an integrated team. These skills need to be nurtured, mentored, and acquired as assuredly as puter and building technology skills. These skills require the same amount of deliberate practice and feedback as the mastery of technology skills. Developing plementary, collaborative skills is as critical as being petent with the technology. As Ernest Boyer anticipated, “The future belongs to the integrators.” And that future has arrived. Succeeding in practice today is a both/and, not an either/or, proposition. Design professionals must be both BIM technologist and building technologist. Those who accept this 6 model will lead, persevere, and flourish in our new economy. Last year in Design Intelligence, Stephen Fiskum wrote, “One thing is certain: The solution to the current malaise in our profession is not for us to go broader but to go deeper” (“Preparing for a New Practice Paradigm,” January/February 2021). This is a new world: By going wider and deeper we provide owners and our anizations with the most value and increased productivity. Working effectively and collaboratively in BIM will help us transcend our current state, bridge the gap, and cross over to more advanced uses. THE MULTIDISCIPLINARY MINDSET It is not just that the integrated team is now multidisciplinary, but we each must bee multidisciplinary. Doing so requires a multidisciplinary mindset. This entails empathy, a genuine appreciation for others’ ideas, seeing from many perspectives, and anticipating possible consequences to any course of action. An industry representative recently stated in a public forum, “I don’t want the architect to think like a structural engineer. I need for him to think like an architect!” To leverage our technology tools and work processes, being an architect today means that we think like a structural engineer as well as a contractor and owner. Doing so doesn’t take away from architects’ role but increases their credibility by making them more effective and influential at what they do well. Working in BIM — inward focused, objectoriented, fillingin dialog boxes — discourages this mindset. It is a mistake to think that those who work in BIM are technicians and that a firm principal or senior designer who sees the big picture will mediate between the model and the world in which the model operates. Leaders must see to it that their teams look outward, keeping an eye on the model while seeing the horizon. THE TECHNOLOGY/SOCIAL CONTINUUM Working in CAD, there are those who focus on drafting and those more adept at munication, negotiation, and persuasion. With BIM, technical understanding and people knowhow must exist in each and every design professional. The majority of BIMrelated literature has been focused on the technology, not on the people who