Cultural Design: Is This My Story to Tell?

This 1916 image of Frances Densmore and Blackfoot leader Mountain Chief listening to a cylinder recording has become a symbol of the early songcatcher era.

As a landscape architect, I subscribe to the idea that within our designs we are trying to convey stories. At the beginning of any effort, one of the most important questions is, “Whose story am I trying to tell?”. More important than that question is, “Is this story mine to tell?”.

For many of our designs, we are creating new stories based within the typical site programming of clients needs and wants, function, aesthetics, and the design elements that contribute to comfort and enjoyment. We are telling a story that we are creating on our own, or creating new with our clients.

The origin and ownership of stories comes to the forefront when we look to culture and tradition for elements to incorporate into our designs.

As designers, we get inspiration from all of the sources around us, and get truly excited with taking what we see and incorporating it into what we do. We might treat the whole world as a design sourcebook. The difficulty is determining whether there is any meaning behind what we see and draw from, and whether our use or adaptation of it is appropriate. Appropriate. Is it our story to tell?

From Wikipedia: “Cultural appropriation is the adoption of the elements of one culture by members of another culture. Cultural appropriation, often framed as cultural misappropriation, is sometimes portrayed as harmful and is claimed to be a violation of the collective intellectual property rights of the originating culture. Often unavoidable when multiple cultures come together, cultural appropriation can include using other cultures’ traditions, food, fashion, symbols, technology, language, and cultural songs without permission. According to critics of the practice, cultural (mis)appropriation differs from acculturation, assimilation, or cultural exchange in that the “appropriation” or “misappropriation” refers to the adoption of these cultural elements in a colonial manner: elements are copied from a minority culture by members of a dominant culture, and these elements are used outside of their original cultural context—sometimes even against the expressly stated wishes of representatives of the originating culture.”

If a story isn’t ours to tell, our telling of it will most likely have mistakes and not be true to form. If a story isn’t ours, then we either need to get permission to tell it (and the training to do so) or we work with the owner of the story to tell it with them… or ideally, assist them in telling their story within our medium (landscape and site). Within our expertise as design professionals… our success is facilitating stories to be heard in new ways.

Is this my story to tell?

**Below are some examples of some of the work we have done with our clients. I think our success in this is at the end of the day, our clients see themselves and their stories. We’re successful when we overhear our clients telling people what it is and what it means, if not stating proudly that it was their idea.**

Dena’ina Health and Wellness Center – A privacy screen based on a quillwork pattern

Dena’ina Health and Wellness Center – A cultural calendar and representation of tribal values translated from sketches into granite

Yakutat Community Playground – Clan artwork used to create a play fence representing the six local clans. They also show moiety, and history of arrival in the Yakutat area on their backs.

Yakutat Community Playground – Culture and tradition aren’t just historical, the play equipment shows current community activities such as hunting (and reading on a panel not shown)

Yakutat Community Playground – A swing with images of the ships that visit and call Yakutat home.

Sitka SeaWalk – Brick pavers and formline patterns developed with local partners to reflect the local community and Tlingit culture.

Note: The image I use at the beginning of this blog post with Frances Densmore and Mountain Chief also made me question whether “this photo is mine to use”. Other than proper usage, I thought that it might reflect colonialism or be in negative contrast to what I’m trying to say in this post. She was functionally an ethnomusicologist, and in the face of the damage of colonialism, these kinds of efforts did assist in preserving much information that might have otherwise been lost. As a designer, I’m hoping that I’m not in the same situation of trying to be helpful in the face of cultural destruction. I hope that I can assist the stabilization and growth that seems to be occurring, until there are Alaska Native landscape architects. I very much like the analogy of the “rising tide” that the Kenaitze Indian Tribe uses. Until then, I’m generally slightly uncomfortable in my role as the middle-aged white guy who is trying to listen and be of service. I think that discomfort is necessary. It means I’m paying attention.

“Thank You” as a Part of Your Brand

image  Thomas Leuthard https://creativecommons.org/licenses/by/2.0/ cropped from original

image Thomas Leuthard https://creativecommons.org/licenses/by/2.0/ cropped from original

Feeling Good About Ourselves

When was the last time that you received a hand-written note or card, where the sentiment was crafted by someone other than Hallmark? When was the last time that someone stopped to offer genuine thanks for something you did?

We often don’t remember the power of taking a few minutes of time to reach out to someone to thank them, compliment them, or otherwise add value to their lives.

When we take the time to reach out, we have the opportunity to reinforce the good that we see. When you are thanked for something you’ve done, you are more likely to do it again.

Building Your Brand

You want to be the person who is known as thoughtful. Your company/department should be remembered as having thoughtful staff. Instituting a ‘culture of thanks’ takes a little effort and support. By doing this, you reinforce your brand and create a positive atmosphere surrounding how people perceive you.

Case Study

We decided that we wanted to celebrate thanking people, make it was easy as we could, and to integrate it closely into our brand.

  • Step 1: What form would it take?
    • We like getting thank you cards, so we decided that having thank you cards on hand would be great.
  • Step 2: How does it reinforce our brand?
    • We are designers, so we wanted our card to emphasize our personality and ability:
      • Brand: With a raven as our logo, we already had a strong visual identity that we could draw upon.
      • Story: One of the reasons we chose our logo was that many cultures have stories revolving around Raven.
      • Approach: We wanted the card to be interactive so that not only would they get a thank you, they would spend a little time experiencing our card.
  • Step 3: A card.
    • Our card comes to you in a square envelope (with lots of stamps… more on that later).
    • You open it, and there is a round card  with a grommet in the center. It spins!
    • You notice that when you spin it, it shows you a word in a language that isn’t English and tells you what the language is.
    • You spin it some more, and you see that they’re mostly Native Alaskan languages, with some other languages commonly spoken in Alaska as well.
    • When you get to ‘English’, you see that the word is ‘Raven’
    • When you turn the card over, there’s a message from one of us to you.
  • Step 4: The psychology.
    • We hope that you are happy we’ve reached out to you to say something.
      • We’re trying to build and reinforce a relationship with you. We value you.
    • We hope that you see the card as something cool, and because it has a purpose/value, something you might keep.
      • You may show it to others, and expose them to our brand.
  • Step 5: Implementation
    • We have cards, envelopes and postage handy at all times.
    • We encourage staff to send these cards whenever they have an interaction that would benefit from a thank you.
    • We remind people that this includes all people, from the CAD tech who sent us a file to the Principal we had lunch with.
    • We keep a record of to whom they’ve been sent.
    • We also have Corvus Design Stickers, so we usually put one in the envelope. Everyone likes stickers, or knows someone young who does.
  • Step 6: Lessons Learned
    • We’re super excited when we go into an office and see our card on a cubicle wall. Success!
    • There are people we’d like to thank more than once, and this card would have minimal impact a second time. So, worked with a photographer to do a set of cards with winter, spring, summer and fall photos of ravens. Now we have the option of five fresh cards to send to any given person.
    • As an interesting “unintentional consequence”, we chose square envelopes because they are cool, and are perfect for a round card. Little did we know that the postal service charges $0.21 extra for square envelopes for special handling.
    • There are so many good times to earnestly thank someone. It’s a meaningful exercise for us to stop, and think about who we’d like to thank.

The Card

It’s hard to convey the card in a photo since it’s interactive, but here it is along with the sticker we include, and our branded USB drive. The USB drive is also a bottle opener, which aligns with our desire that people interact with our freebies. It’s also fun to hand to someone and say, “It holds memory… but helps you forget.”

Corvus Design Circular Raven Card, Bottle Opener USB Drive, and Logo Sticker

Corvus Design Circular Raven Card, Bottle Opener USB Drive, and Logo Sticker

Freedom of Time

Beat_the_Clock_1958-ed

I have a question for you: Why do you work? Think about it for a few seconds.

I’ll hypothesize that your answer includes these two components: desire and a paycheck. In an ideal world, we would be absolutely passionate about what we do and we would get paid a huge amount of money to do it. While there are those people out there, most of us seek to find the right balance between those two components. Sometimes we get paid a lot for something we’re not keen on. Sometimes we get paid little for something we love. The ideal is that we evaluate our career transactions, and we have an intentional reason to do what we do.

For this ratio of passion and cash, it represents the value that we place on our time. This balancing effort is probably subconscious for most people until they reach a certain level of experience where a desire to make intentional decisions arises [in other words, you get old enough to realize that we’re mortal, and we only get to visit each minute we experience once].  Each of us will have our own balance of this ratio, depending on our goals and needs and whether our current stage of life has convinced us to put more emphasis on one or the other.

So… this post is about the “freedom of time”… and assessing whether we own our time, or another entity does. This comes out of conversation #5 of 100 Conversations, and has grounding within numerous other interactions I’ve had with peers. [and I do have to say… choosing one topic out of these conversations is a challenge]

Since this blog is supposed to focus on the business of design, I will look at how this concept of “freedom of time” relates to what we do. The simplest parallels area: a) when we put passion first and we volunteer our skills on pro bono projects that we are passionate about, or b) when we work on a “bread and butter” project where it’s about paying the bills. One is love with no cash, and the other is cash with no love. (I’m being dramatic with this. We are lucky that we do find goodness in our bread and butter work).

The Balance

Ideally in any project, it provides us with a balance of love and cash. For project management, this is the ideal because it means that we have happiness at the project level that brings in typical income. This contributes to good morale, for us and staff.

When we examine multiple projects, it is more likely that they provide a range of levels of emphasis in the ratio. Some will provide more satisfaction, and some will provide more cash. This can start to skew morale because we open ourselves to feeling imbalanced. While morale averages out between projects, the more difficult challenges do tend to impose more mental weight than the good ones can offset.

The ‘business’ issue in this discussion is when difficult projects lose money. There is no benefit within the ratio; the good does not balance the bad. These are the projects where we say things like:

  • If I wanted to work for free, I’d do pro bono and have it be my choice.
  • Well, at least our other projects are profitable and make us happy.
  • This client will have better projects in the future. We’re getting in the door.
  • Doh! I did it again.
  • Etc…

The Bad Projects

Within your business life, you’ve probably run into the concept where people make generalizations that a small portion of your business causes you most of your pain. This is normally followed with the advice that we should fire some of our clients. I’ll bet your reaction is “while it makes sense, it wouldn’t work for me.” The theory is easy to understand, but our perception of reality complicates it. Let’s quantify a bad project as one that loses money and is more difficult than it should be. Conversely, a good project has a nice client and nice profit.

Have I ever “fired” a client? No. Have I ever had a small wish that someone might not have another future project they want me on? Yes. I’m in a small market, and my coping mechanism is that I can always try to manage the project better… but saying “No” potentially severs a relationship. In my market, the theory is that relationships lead to other relationships.

This Makes No Sense

So in effect, there are times where I know I am sacrificing my freedom of time in that I will need to expend a disproportionate amount of energy compared with the commensurate benefit of profit. This is personally a really bad decision, but I’ve somehow justified it as a long-term business strategy within my market. So… just call me the (cynical) optimist, “Maybe they’ll be better next time!! Yeay!”

How Bad Is It?

I think we develop processes to minimize the effect of these projects on our companies, and our potential to break even or maybe turn a profit. See one of my blog posts about “Managing from Behind”. While I’ve developed personal and business coping mechanisms, I’m unsure as to whether this is worth it or not. It takes a lot of energy to not only control these situations, but to also work with (and buffer) staff to guide and protect them, and their morale. BUT… the reality is that life throws us curve balls. From a mentoring perspective, difficult situations provide a fantastic way to illustrate how best to work when we’re under pressure. It puts much of what we do into a great context. The context of: the skills we’re learning now will serve us well every day, and will prepare us for when we encounter the next difficult time. In other words… if we can deal with this difficulty, the normal stuff becomes easier.

And, absorbing and redirecting these kind of things is part of my job. I own the company. I’m the guy responsible to fix things. I need these skills.

Back to Freedom of Time

The concept I introduced at the beginning of this post still holds true. We should be intentional about how we choose to spend our time. If you’re intentional about it, then the negative consequences don’t sneak up on you and surprise you. You can actively manage them. You can try to prepare.

So… I find myself within what is probably our cultural norm: freedom of time is a long-term game. I’m sacrificing some of my freedom of time now in order to increase it in the future. Is that a good idea? Do I think it’s a good idea now that I’ve thought about it? Let’s talk about that over a drink.

The alternative? Make your decision… only choose the good clients… fire clients that don’t match your freedom of time criteria. If your discipline and market supports that, you could have a good thing going.

Endnote:

This is one of those posts that focuses on trying to reassure myself that I’m not completely crazy. Maybe it will do the same for you. So many management lessons point to these absolutes that sound great, but are hard to apply. They drive us a little crazy because we can’t reach them. Let’s just learn from them and try to be a bit more intentional. The intent of the posts I’ve written (and the ones I will write) relate to managing the craziness. If all of our clients were easy, then this blog wouldn’t be needed. I want to feel like my existence is a normal one. Hug me.

How to Educate the Perfect Design Student

ArchDaily had posted another question: What do you wish you had learned in Design School?

[And since I had first drafted this, they posted their article based on the comments they received: What Should Architecture Schools Teach Us? ArchDaily Readers Respond]

Accredited design programs really are in a tough spot when it comes to preparing professionals. They need to not only develop us as competent/skilled/artistic designers, but they also need to grow our ethical underpinnings and the knowledge and skills to meet the minimum competency requirements for the protection of public health, safety and welfare. Undergraduate programs have the benefit of a few more years to do this, but graduate level programs need to jam a whole bunch of stuff into three years or less.

It’s easy to list the most common things we wish we had learned: technology, project management, business development and a bunch of other skills. I think in some ways that these miss the point. The most successful landscape architects that I have known are successful due to their initiative and a drive to learn and apply. Their design programs provided them with a framework for one big independent study project – a design degree.

If I were to choose one thing that I wished had been stressed in school, it would be that for every class, the instructor put their information into context with how and when it would relate to me professionally. I think it was around Grade 9 during geometry when my teacher explained that our lessons actually had (or would have) real-life application. And guess what? As someone who builds things, the 3-4-5- triangle is an essential tool to me for checking how square something is. Understanding complex geometry is also essential to being able to communicate complex shapes within construction documents. Something as simple as being able to mechanically find the center of a circle is invaluable.

In a previous post (What Does Mentoring Mean?), I outlined the phases of our career and how our mentoring needs change as we grow. The same goes the knowledge and skills we possess.

So, the above addresses the one thing that I wish was presented to me in school (putting knowledge into a career context). I’d also like to offer my thoughts on another question, “What do you wish that students learned in design school?” My answers:

Initiative & Desire

How do you teach this? I think that to a large part someone will have it (or not have it) long before they make it to school. The question as an employer is how much we can foster or encourage it? I’m really unsure. I think there’s an important realization that every person is driven by something different. For some people, their career is just a career… not their life.

The point of this item is that initiative and desire are essential to a highly performing team. Each person delivers 110% (or more) of what the other people expect.

Critical Thought

My background is initially scientific. My training had me grounded within the importance of scientific method. Experimental methodology certainly made sense to me at the time (and was a favourite of mine), but it’s not until now that I appreciatehow it prepared and shaped me for my design career. During my Master of Landscape Architecture degree, my previous experience with methodology and statistics was tempered with design process (design classes) and for my thesis (graduate research seminar). Whether we recognize it or not, good design usually comes from a rigorous approach. I believe it becomes stronger when we apply critical thought explicitly, rather than the implicit (or subconscious) overlays that it normal goes through.

The point of this item is that people need to come prepared with their own framework for how they apply critical thought to a problem.

Strategic Thinking

Strategic thinking in part comes out of critical thought… or is at least a partner. We explicitly create strategic plans for organizations and businesses, but there is an implicit underlying plan for almost everything we do in our lives. We don’t need this for successfully getting a bottle of milk, but most tasks will benefit from some explicit level of: stop, analyze, synthesize and act.

The point of this item is that we need to contribute to a strategic pathway that adds value and increases the chance for success.

Communication

Well… I think you get the point…

I just realized that I’m summarizing the blog posts I’ve made to date and those I have yet to write. I’m trying to describe the qualities that make for someone who is successful at the business of design.

Summary

A challenge in programs is teaching what the majority of the students need. Business development, business planning, etc… are subjects that only a small portion of students will need within their first ten years of practice. They’re also the subjects where mentoring and being exposed to them on the job is critical. It’s not that our academic programs don’t give us what we need, it’s that our profession doesn’t seem to have been indoctrinated into life-long learning. Initiative and desire drives learning for those who understand that they need to learn at any given point. The challenge is to know what we need to know before it’s critical we know it? Senior professionals could likely be more aware of how to assist their ‘higher functioning’ staff in learning, and also those who might just need a little guidance. My experience has been that professional learning is something that we talk about, but firms are few and far between that actively assist their staff with this life-long growth.

So, I’ll be bold and say that the question at the beginning of this post doesn’t get to the core of where it needs to go. It’s the easy question. It was a good first question, because it leads to understanding the real concerns. I want to pose another question: What knowledge do you wish someone had actively offered you on the job? Education doesn’t stop with school.

In closing, the most important thing that school could teach us is how to actively engage with mentoring in order to provide what we didn’t learn in school. And, engage senior professionals into their essential role in this.

(ONLY SENIOR PROFESSIONALS READ THIS: If you don’t engage as a mentor, you decrease your odds significantly for having the right person to lead your firm when you are gone. And if cash drives you, someone who will want to buy it from you.)

Pretend You’re the Person You’d Like to Be

I came into landscape architecture from an environmental science degree (ecology minor). When I started, I had a great interest in ecological restoration. I read papers, went to conferences, presented a few times, and otherwise tried to visualize what I wanted. Some of my friends teased me because I had landscape architecture AND restoration ecologist on my business card. I wasn’t really a fully practicing restoration ecologist, but it’s what I certainly wanted to do. The disconnect was that I was doing some of that work, but the firm I was working with didn’t really have the work that aligned with that part of what I wanted to do.

The point of this is that I tried to be who I wanted to be, and gained great information and knowledge within an area of passion. Situations never really developed fully for me to become that person, but it’s a part of who I am… and I carry that knowledge with me to apply when needed.

Restoration ecologist faded from my cards, and I sometimes feel goofy for having had it on my card before I reached it… but I wouldn’t change it. I wish that more people started with who they wanted to be and where they wanted to go. When you do that, if you have the right people around you, then they know more about you… and might just help you get to where you would like to be. If you don’t announce it, how will you get there? Alone is a lonely battle.

My card now just states who I am… principal landscape architect. That’s appropriate to my existence, and owning my own firm allows me to do what I want to do anyways. But, what would I add to describe more of who I am? Entrepreneur? Woodworker? Silversmith? Excellent reader of trashy adventure novels?

A friend had the best cards for introductions. They had his name… and “personage extraordinaire”. He had it right.