How easy or difficult do you find it to present yourself
consistently, over a long period of time as:
a perform who conforms?
a person who proliferates ideas?
a person who needs the stimulation of frequent change?
These questions and others from the Kirton
Adaption-Innovation Inventory were pondered by each member of the ELP class
during our June meeting. On a scale from
“very easy” to “very hard” we each
reflected on whether or not we considered ourselves to be “methodical and
systematic” or a person who “risks doing things differently.” The responses to the questions had numerical
values resulting in a score that indicated whether we were innovators (who
generally produce numerous ideas, prefer less structured environments, and like
to find new ways to do things), adapters (who prefer to generate a smaller
number of high quality ideas, work within the established system, and like well
defined restraints) and bridgers (who fall somewhere in between). In short, a contrast was established between
those who like “doing things differently” and those who like “doing things
better” and those who strive to balance or link both together.
Once we all had a score, we arranged ourselves from high to
low and reviewed the results. Most
seemed to feel that they did indeed fit into the stereotype of innovator,
adapter, or bridger as described.
Perhaps not surprisingly, this group of architects and designers tended
to skew towards the innovator side on average.
Pete then lead a discussion on the implications of these varying
personality types, how those traits affect teams, and what this means for a
team leader.
Also at our meeting, we had the pleasure of hearing from four
panelists, Kimberly Byrum of Alvarez & Marsal Real Estate Advisory Serices,
Laura Davis of HPD Architecture, Terrence Maiden of Corinth Properities, and
Dennis Stacy of Stacy Architectural Studio, on the topic of mentors and
proteges. Several of our previous
panelists had touched on the importance of this subject, but at this meeting,
the four shared their advice and stories on an in depth level. Having a mentor is important, they
emphasized, but having a protege is also important. Some shared how the act of being a mentor had
been as meaningful an experience as being mentored, not only because a younger
person can bring fresh ideas and perspective to the table, but also because
there is a additional motivation to uphold high standards of excellence as an example to the protege
who is watching. The discussion then
turned towards current efforts in the field of architecture, both from firms
and from the AIA, to foster mentorships among its members.
Do you have a mentor? we asked each other. How have our mentors helped us? What do we wish a mentor would do for
us? How will we someday mentor those who
will be at our experience level, looking up to us for help and guidance?
Gwen Morgan, SHW Group
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