Ch-Ch-Ch-CHANGE. Something to embrace, or run and hide from? Change is an inevitable part of life that motivates and challenges some but causes anxiety for others. No matter how we feel about change it is part of our personal life and our professional world and WILL BE encountered. Adapting to change is key for us as individuals and critical for businesses, allowing us to remain relevant and competitive.
As an employee, take the time to understand how to deal with change that is on the horizon. Being open to change can enhance your ability to communicate, help you work as a valuable team member while adapting to the changes, and strengthen your professional bond with coworkers. This demonstration of adaptability also shows your superiors that you can be relied upon.
During a season of change, it will be crucial to maintain communication with your direct supervisor who can help you navigate new tasks or processes. Take time to ask the questions that need to be asked. Even simple questions can give you a better understanding of how to complete any new tasks or processes and better understand why the changes are necessary. If new technology or skills are required, take initiative to look for ways to become more comfortable with them, even if outside of your work hours. This positive outlook on workplace changes will influence your ability to accept and adapt to them making it easier to accommodate change as it is happening. The goal is to be able to continue performing at an optimal level.
If the challenge of change is taking its toll on you, schedule a personal day to recharge and gain the energy needed to implement those changes effectively. This habit can limit the potential for burnout and help you come back to the work environment with a renewed sense of productivity. Dealing with change can be a challenge, but remember, all change becomes routine with time.
“The measure of intelligence is the ability to change” ~ Albert Einstein
Melanie Eby Manager of Administration & Human Resources
We spend roughly 90% of our lives indoors. Studies suggest that 90% of our thoughts are unconscious. So, this begs the question: Does the quality of a space influence cognition? The answer, as you might imagine, is yes. The three main ways through which space can affect our thinking are color, height, and light.
Color
We’ve all heard about the ability of color to affect our mood. Reds energize, blues and greens are calming and relaxing, yellows help creativity, and so on. But you may be surprised to learn that the color of the space you are in can impact your thinking.
In 2009, psychologists at the University of British Columbia set up an experiment to see how color can influence imagination. They recruited six hundred research subjects and performed a series of basic cognitive tests against red, blue, or neutral backgrounds. What they discovered was pretty impressive.
When subjects were tested with the red background, they performed much better with tasks that required accuracy and attention to detail. Scientists believe this is because we are conditioned to associate red with danger, which makes you much more alert and vigilant.
These same subjects, when tested with the blue background, performed much better with tasks that required more imagination and creativity. In fact, subjects were able to come up with twice as many creative solutions to their tasks in the blue condition than they were in the red. Scientists believe that this is because blue reminds us of open skies and the expansive ocean. It soothes our mind and allows us to think more openly about what is possible rather than what is right in front of us.
Height
We all tend to prefer big spaces. We like big, tall ceilings in our living rooms, vaulted ceilings in our bedrooms, and big corner offices. So, Joan Meyers-Levy conducted an experiment at the University of Minnesota’s Carlson School of Management in which she examined how ceiling height impacts the way people think, feel, and act. The idea for the experiment came to her while she reflected on how boarding a flight affected her mood.
In her study, participants were asked to complete a series of different tasks. Some required focus and attention to detail while others relied more on abstract thinking. She found that subjects placed in a room with a higher ceiling were able to complete tasks requiring abstract thinking much faster. Test subjects in the room with the lower ceiling performed better on tasks that required more focus and attention to detail.
Light
The visual environment and access to natural light are also extremely important to occupants’ mental health and performance.
A famous study, by social scientist Robert Ulrich, investigated the effects that windows and natural light had on patients recovering from the same type of surgery. The setting for the study was a hospital with patient rooms on either side of a corridor. Rooms on one side the corridor had windows with views of plants, trees, and lots of natural light. Rooms on the other side had windows facing the wall of a neighboring building. What Ulrich discovered was that the patients recovering in the rooms with abundant natural light and views of vegetation had shorter stays and required much less medication than their counterparts on the other side of the corridor.
In a study sponsored by the state of California, researcher Lisa Heschong found that kids in classrooms with abundant natural light performed as much as 25% better on standardized tests than kids in classrooms with little to no natural light. Large openings with plenty of diffused light and views of people, plants, and other objects in the distance were found to be ideal. Classrooms with unshaded direct sun from south or east-facing windows were shown to contribute to poor student performance, most likely from the excessive glare and heat. Blinds and curtains in classrooms were also very beneficial, since they provide teachers with a simple way to control distractions or glare.
The buildings we inhabit affect us profoundly whether we realize it or not. Most of that influence happens at an unconscious level. As designers, we need to start thinking not only about the aesthetics of the space we create, but also of the invisible emotional connection between those spaces and their occupants.
While on my way to visit an out-of-town project, I listened to a recent episode of Freakonomics Radio, a podcast that claims to “explore the hidden side of everything.” I find the podcast to be regularly intriguing as the topics vary widely and often provide new ideas. In this episode, the subject was a book called Nudge, written by Nobel Prize winning economist Richard Thaler (with co-author Cass Sunstein) in 2008. Thaler is one of the founders of behavioral economics and used Nudge to shed light on what he calls Choice Architecture. Of course, it was the “architecture” that caught my ear.
Thaler says our everyday lives are full of choices and the Choice Architect decides how the choices are presented and can “nudge” us in a certain direction by design. One such choice is the “impulse buy” shelf in the checkout line of the grocery store. The merchandise at eye-level are the products we are being nudged to buy. To be sure, you will not find fresh produce there because apples do not have much of a marketing budget. It sounds simple, but well-designed nudges are known to have altered our behavior in significant ways.
I think this is true for our buildings as well. Small details in buildings do this. A well-placed window nudges us to admire the view. A handcrafted detail may nudge us to appreciate the skill of the maker. A beautiful building nudges us to slow down or pause, to take a deep breath, maybe ponder something deeper. Even where a building is located can nudge us to healthier choices such as using alternate transportation or getting a little exercise because the walk is worth it.
Community Table at Park Gables
One of the best examples of “nudge” architecture I can think of is called the Community Table. Virginia Mennonite Retirement Community renovated their café at Park Gables and among the various seating options is a large table that can easily seat 12 diners. The idea is to “nudge” people to eat together, hopefully having a conversation that would not happen at a table for two, thus enriching the meal, the day and therefore the life of the people that enjoyed each other’s company. There are other options. You have a choice. There are small tables and stools at a high counter. But this extra-large table is designed to nudge us into community, into interaction.
The concept of Choice Architecture reminds me of a quote from Winston Churchill. Speaking of England’s parliamentary chamber, he said, “We make our buildings and then our buildings make us.” Good design will affect the people that interact with it. Do you want your space to be a place where people choose to stay? Good design can nudge them to stick around. If you want your guests to feel welcome, good design can nudge them to be comfortable in a new place and realize you anticipated their arrival. Let us help you design a space that gives everyone a gentle nudge toward something better.
Several weeks ago, we introduced the idea that there are better ways to select a Contractor than to ask Contractors to submit bids at the end of the contract document phase. In previous posts, we discussed the pros and cons of design/build and Construction Manager as Constructor (CMc). We complete this series by discussing selecting a Contractor through negotiation.
Unlike Design/Build and Construction Management, there is no industry-defined method or set model of contracts to define a negotiated selection of a Contractor. In fact, what type of contract to use should be part of the negotiation.
The primary reason to select a Contractor through negotiation is that the Owner has an established relationship with a Contractor. The Contractor may have built previous buildings for the Owner. Often this means the Owner trusts that the Contractor understands their expectations for cost, schedule, and quality. What remains is to determine what is the best contractual relationship between Owner, Contractor, and Architect. Should it be design/build where the Architect works for the Owner? Should the Contractor function as Construction Manager, taking on preconstruction responsibilities for budget, schedule, and constructability reviews? A review of the pros and cons for each method described in our previous posts will provide guidance when addressing these questions.
The other type of negotiated process occurs when the Owner does not have an existing relationship with a contractor, but still wants the contractor selected early in the project. Blueline has a process for this that provides the Owner with both quantitative and qualitative information for decision-making. Typically, we complete a conceptual design that includes a detailed floor plan, building elevations, 3-D views, a preliminary site plan and an outline narrative describing the materials, systems, and performance requirements of the building. This conceptual design package is then distributed to several (we recommend three, but no more than five) Contractors. Each Contractor is asked to provide the following information related to the conceptual design:
A non-binding conceptual budget for the design
A non-binding schedule for the project
A list of potential cost savings or areas where design decisions will have significant cost impact
Examples of similar projects the Contractor has completed
Three references from the Owner of similar projects
Demonstration of their ability to provide preconstruction budgeting and scheduling services
In addition, we ask the Contractors to provide the following data:
A stipulated, binding fee for the work
A list of items they typically include as part of their general conditions
Their bonding rate and capacity. (Even if project does not need to be bonded it speaks to the volume, quality, and performance of company over time.)
Their cost for preconstruction services and the number of budgets and updates they are willing to provide.
Based on these answers, one or more of the Contractors is brought in for a face-to-face interview. In this interview, the team can ask questions that shine a light on their project management style. Typical questions can include, but are not limited to:
What do you believe is critical to delivering a project on-time and on-budget?
How will you choose sub-contractors for this project?
How do you handle conflict among project team members?
What is distinctive about your company?
This process can take four to six weeks, but if completed before detailed design work is started, can provide tremendous value to the Owner. When the Architect and Contractor work as a team for the good of the Owner, projects go from good to great. Let Blueline help you negotiate to find the right contractor for your project. Contact us at www.blueline.team.
Randy Seitz President | Client Service Leader | Architect
This is the second part of a conversation I had with Jessie Wilson, Director of Operations for The Point Church in Charlottesville, VA, about their journey going from portable to permanent. After spending 10 years operating as a portable church, The Point acquired property and built from the ground up, opening their permanent home in September 2020. Part 1 covered their time being portable and the decision-making process to move toward a permanent home. In this post, we discuss life in their new facility.
You’re now in your new home. Overall, how has the experience been?
As somebody who has overseen operations for the church for the last six years, it’s a whole new world. It’s definitely a mind shift to go from thinking, “Alright, I’ve got two hours of set up, two hours of teardown, with two church services in between” to being able to direct most of your focus to the service itself.
Even for our congregation, it feels like home; like we’ve arrived. And they have the sense that it’s our church–it’s not Monticello High School that we put our church into for a few hours on Sundays—it’s our church. So, it gives ownership to our people. It’s awesome. I don’t know any other way to say it other than it’s awesome.
How has volunteering changed?
There’s still some amount of set up and tear down, but it’s looks very different. It allows people to focus more energy on their specific gifts.
We now have a building to maintain which has allowed us to start a mentorship program where we pair older members that have certain gifts or skillsets with younger members. For example, in setting up our Kidspoint environments, there was a great opportunity for the younger guys in our church to learn from our older members and get hands on experience in building furniture. Additionally, a Christ-based relationship is formed, where later on, the younger member can lean on the older one for advice in dealing with issues that may come up in their lives. This was a huge opportunity for our church body to have a great mentorship program where you don’t even realize you’re in a mentorship program. You’re just hanging out with the guys.
Have you had any unexpected benefits from having a permanent home?
There have been a lot of things. I think the overall thing that I’ve been impressed by and have loved so much is the ownership that our church body has taken in it.
We’ve had a number of opportunities that having a permanent building has given us. For example, a couple of months ago, we teamed with local restaurants and fed twelve hundred meals to health care workers on a Wednesday night—the building allowed us to do that.
Sometimes people will come and sit in the parking lot simply to enjoy the view.
We’ve had people come to us asking for help, which we didn’t experience before because outside of Sunday mornings when our signs were out and visible, people didn’t know where to find us. Having a permanent facility has allowed us to become more of a fixture in the community. For instance, a couple of months ago there was a lady whose car broke down. Having seen the sign on our building, she knew that we were here, and we were able to help her. So, it just expanded our ministry to another level that we didn’t have before.
What advice would you give another church that was considering a permanent home?
Do it. I think it’s a great move. It redirects the energy that you’re using on setup and teardown and the other aspects of being portable into other areas and allows you to expand your ministry in other places.
Don’t build to accommodate your current attendance—always project for growth.
Use the move as an opportunity to build off past experience while still maintaining your identity. As a portable church, we learned to be scrappy out of necessity, and I hope we never lose that. At the end of the day, we’re still The Point.
Blueline has been honored to serve The Point and are excited to hear about the opportunities and positive outcomes that being in their new building has given them.
It’s a natural progression for a young church. After forming, one of the early needs is finding a place to meet that allows the church to minister to the community and hopefully grow. Historically, schools have provided a nice fit, in that they’re usually empty on Sundays when a church would need them, they have rooms that lend themselves nicely to worship and children’s ministries and are a cost-effective way to allow a church to grow in a fiscally responsible manner.
Each church is different, but for most, the next logical step is to move on from the portable setup to a more permanent one – whether converting an existing building to a church or building new from the ground up. I recently spoke with Jessie Wilson – Director of Operations for The Point Church in Charlottesville, VA about their journey going from portable to permanent. After spending 10 years operating as a portable church, The Point acquired property and built from the ground up, opening their permanent home in September 2020.
You’ve been in your new facility for nine months now. After having a little time to reflect, when you look back, what is your overall perception of being portable.
There were challenges. Our venues were great to be in but having your 24/7 facility in five trailers Monday through Saturday didn’t allow for your equipment and belongings to last very long. With constant packing and unpacking, things wore out…every week it seemed like we were replacing something. So, the list of complications in doing portable church could be long. On a positive note, however, it also makes you scrappy—which is something that I hope we don’t lose going forward—and it made our volunteer teams a lot tighter than they would’ve been otherwise.
With portable church relying so heavily on volunteers, was it difficult to maintain enthusiasm?
One of the things that is very important to us is that you serve using the gift(s) that God has given you. Now, your gift can be in setup and teardown where you use your hands, and that’s how you serve the church. However, what we noticed while portable was that people who were gifted in other areas (like kid’s ministry) were helping with setup and teardown out of a sense of obligation, which could lead to burnout at times.
Being permanent (with less need for setup/teardown) has allowed our church body to dive deeper and serve using their specifics gifts instead of serving in other areas out of a sense of obligation because they knew that somebody had to do it.
After a while, did you begin to get questions from within your congregation about whether a permanent home was part of the future?
No, from the very beginning, we’ve always known that we were aiming for a 24/7 facility, and constantly casted that vision to the congregation to keep those questions from arising. We didn’t always know what it looked like, but the messaging was maintained from day one.
How was the decision made to pursue a permanent home? What drove the timing?
It wasn’t like we waited and said at the 10 year point we’re going to build our first 24/7 facility… From day one, leadership started looking for a permanent home, with the goal of moving in as soon as we found the right place. As we grew, we knew we needed to speed up the process. We looked at a lot of storefronts and a lot of different properties, but the Lord shut the door multiple times.
Meanwhile, growth continued to occur to the point that we were literally bleeding into the hallways, setting up kid’s environments because we were growing faster than the space would allow. We considered starting a third service because we were filling the auditorium to max capacity on both services every single Sunday.
Finally, the right opportunity opened up and we pursued it. Looking back, the timing and the growth went along with each other, but I would say the timing was on the Lord.
In our next post, we’ll discuss life in a permanent facility, opportunities that have been opened for them, and some of the unexpected benefits they’ve experienced since being in their new home.
