Showing posts with label return on investment. Show all posts
Showing posts with label return on investment. Show all posts

Editing out the opportunity

It’s week four of the Shattering the Meme Novena.  Especially in a recession economy, which focusses on lack and limits, our focus must shift to releasing judgement of ourselves and others in order to be more open to the possibilities that come from less rigid thinking.

How well do you know yourself?  Your real interests and capabilities?  I bet they are in there buried down deep, disconnected from what you actually do for a living, expressed maybe as a hobby, or maybe not at all.  Today, I would like you to ask yourself why.  Why are you so disconnected from what you really love to do?  Go, on, give all your reasons.  I’ll bet you have some really good ones.  Masterful rationalizations, all.  So good in fact, that I bet you have never even attempted to set any of the things that would help you realize your dream life in motion.  Or maybe you did in a halfhearted way, since you didn’t want to take that much risk or invest that strongly in something that wasn’t going to work out anyway.  Yeah.

What you have actually done without even realizing it was to edit opportunity right out of your life, just as a surgeon would excise a tumor.  You never truly explored the possibilities or made many plans.  You just knew you couldn’t or shouldn’t go in that direction.  What an insidious meme, the one that leaves us subconsciously longing and always suppressed, all the while believing that we are better off just doing what life expects of us.

Judge and Jury
When I work with coaching clients, this is often the biggest hurdle I find.  As a first step, I encourage them to do some very introspective work to get clarity about what they love to do and attach that to the reason they want to do it.  Then I ask them why they are not doing it already.  That is a profound question.  The answer, when you stop to think about, it is that you are not allowing yourself.  This lack of permission comes wrapped in all kinds of reasons that seem valid until you dig a little deeper.  Things like, “I have too many responsibilities right now to spend the money it would take to get set up,” or “The market for that is too small to really allow me to earn a living.” When I ask my clients how they know that those outcomes will occur if they allow themselves to explore a particular passion, they often have no answer.  They just know.  Because their conditioning (education, early childhood, work experience) told them so.  Before they even allowed the idea to be fully formed and vetted, all on their own, they shut it down.  Deemed it unworthy of seeing the light of day. 

Make the investment

It can be scary to follow your heart.  But you need to think about all the things you are losing by not doing so.  What is your happiness worth?  What does the stress you are experiencing right now doing work that doesn’t serve you cost in terms of your health and well-being?  What does the rat race do to your quality of life, or that of your family?  In economic terms, this is called the opportunity cost.  What you choose to forgo by playing it safe.  Playing is safe also prevents you from receiving the big payoff in every dimension of your life that comes from living with passion and purpose.  Clients, employers, members of your network, will all notice you in a much more positive way once you choose to invest in acquiring the skill and experience you need to do the work that you really love instead of the work that gets fed to you by default.  When you look at all of the costs of playing it safe (physical, mental and spiritual), it becomes obvious just how precarious of a position you put yourself in by staying stuck instead of making the bold moves towards living your true life’s purpose. Playing it safe isn’t so safe after all.

Beat back the lack
We can all fall prey to focusing on what we don’t have.  Especially in this economy, where we are faced with constant bad news, it’s easy to believe that we need to hold back instead of charging forward.  We want to conserve instead of expand.  To carefully guard our reserves, whether time, money or networking capital “just in case.”  Well, the rainy day is happening right now if you are anything but fulfilled and purpose-driven in your life and career.  The stress of trying to maintain the status quo is what makes you feel like you and what you have to offer will never be enough. Believing that there just isn’t opportunity to be had becomes a self-fulfilling prophecy.  What’s needed instead is to look at what you have to offer and to whom it will make a difference.  Sharing what you have to offer starting right now and making a difference in the world is far more important than holding back.  I liken this thinking to refusing to make a $20.00 donation to your favorite charity because you want to wait until you get rich and can give them an endowment.  It’s kind of ridiculous when you look at it in those terms, isn’t it?  Every little contribution you make does make a difference.  What’s more, is that they add up and propel you forward.

Shatter the meme:
The number one regret of the dying as reported by nurses who cared for hospice patients was that they had not lived a life true to themselves, but instead tried to meet everyone else’s expectations.  Allow yourself to think about who you really are and what you really want, even if it seems ridiculous or frivolous.  Play with the thought, get comfortable with it instead of immediately filing it away because you can’t see the path to achieve it.  In fact, banish all thoughts of “how” and just focus on why you have this dream.  The more you can get in touch with what motivates you, the easier it will become to not only see opportunities, but to fearlessly pursue them.  Then, choose to take action.  Once you do, you will be surprised at all of the opportunities that start to come your way related to your true life’s purpose.  It’s not a miracle, they were always available to you, but now you no longer have them painted over with wite out.

How Does your Garden Grow? The role of Therapeutic Landscapes in Design

What does landscaping mean to you?  Most likely, not nearly enough.  Too easily, we view it as decorative, a “nice to have” part of a project.  However, as we learn more about salutogenic design and the effects of the environment on wellness (everything from healing to better job performance), landscape starts to become a critical element, one which should form the basis of design.  With this in mind, I asked Naomi Sachs, Founder and Director of the Therapeutic Landscapes Network (TLN http://www.healinglandscapes.org) to share some insights on the power of nature.  Naomi is a landscape architect and recognized expert in therapeutic landscape design, and part of the Center for Health Design’s Environmental Standards Council working on expanding the Environment of Care section of the 2014 Guidelines for Design and Construction of Health Care Facilities.  Rather than helping afflicted people to feel less bad, her goal is to use landscape to make them feel good:
Usually, when architects think about landscaping, we think about outdoor rooms or ways to enhance areas like building entries or parking lots. What are your suggestions for getting more landscaping inside of buildings?
Nature needs to be viewed as a part of the built environment.  While being out in nature is best, bringing it indoors with interior gardens, atria, or even potted plants is the next best thing. A great recent example of nature incorporated within the building is the Stoneman Healing Garden at Dana Farber’s Yawkey Center for Cancer Care. Providing windows is an excellent way to allow visual access to nature, which is especially important when people can’t go outside. Allowing for views out also lets natural light in (one study found that patients in east facing rooms who were exposed to morning sunlight did better than other patients), and “advertises” the garden, which then encourages use.  Research has also shown that while images of nature, like artwork or videos, do help people, they are not as effective as views of nature through a window or – best yet - an experience of real nature. Using natural materials (wood, stone, etc.) is another way to “bring nature in” to an indoor space.

In terms of facilitating access to the outdoors, transitions from one to the other are critical: Architects must design to minimize barriers (providing flat thresholds, doors that are easy to open, etc.) and allow for transitional spaces, such as a paved area with an awning where people can enjoy the outdoors close to the building, even in inclement weather, and can get a sense of the space before they venture out into it.

How do you explain the link between nature and wellness?
Biophilia – our innate attraction to life and living things - is intangible, but research is working towards measurable results. The book Healing Spaces: The Science of Place and Well-Being, by the neuroscientist Esther Sternberg, addresses the role of nature not only in reducing stress, but also in eliciting positive psychological and physiological responses.  For example, Sternberg documents how seratonin receptors in the brain, when exposed to positive sensory stimuli, light up. She posits that being outside creates multiple positive stimuli (and therefore more seratonin) because it’s a multi-sensory environment.  You can hear the birds, feel the sun on your face, smell flowers or freshly mown grass.  Being outdoors also enables exercise, and tends to facilitate social connections because people are more relaxed. At the San Diego Hospice, the nurse leading my tour of the facility observed that people shared more about themselves and their situation when outside. 


Kuo and Taylor have published several studies that measure the positive impact of green settings in reducing ADHD symptoms, and the correlation of trees in a neighborhood to reduced domestic violence, lower crime rates, and higher self esteem.  These studies show, empirically, that people in environments with nature do better.  Research by Whitney Gray presented at Greenbuild 2011  focused on sick building syndrome.  Gray looked at sick days, turnover, stress, and ability to concentrate; when access to nature was provided, there was a measurable improvement in all of these factors. Debajyoti, Harvey, and Barach showed that nurses who had a view of gardens over those who just had access to natural light, or no windows at all, were better able to concentrate and had less long-term stress. When you think abut the fact that it can cost around $60,000 to train each new hire, the economic benefit of providing access to nature is huge. (Full citation is below)

Maintenance is always a concern when it comes to landscaping- I’ve actually worked with healthcare clients who wanted nothing but grass in the areas they “had” to landscape for ease of maintenance.  What kind of recommendations can you make to landscape skeptics about using plantings?
Access to nature just makes good business sense. Studies by Roger Ulrich, confirmed by others, have demonstrated less need for pain medication, improved patient satisfaction, faster recovery rates, and many other examples of improved outcomes for patients and staff. When you really look at the benefits of providing access to nature, the return on investment (ROI) justifies the initial cost and lifetime maintenance.  Hospitals need to see landscaping as a strategic investment in the same manner they would the purchase of a new MRI.

Sure, a lawn is better than no landscaping at all, but when you consider the benefits of gardens and more designed landscaping, you can make the argument for the cost of maintenance. A study by Matsuoka showed that students viewing just lawn vs. a more varied view that included trees and shrubs performed better. Access to a lawn is often restricted; it may be wet or uneven, and wheelchairs cannot travel on it.  Lawns are best as one element in children’s play areas, since they – especially visiting children - need to run around and blow off steam. [In case you want the full citation: Matsuoka, Rodney (2010). “Student Performance and High School Landscapes: Examining Links.” Landscape and Urban Planning, Vol. 97]. Incidentally, lawns actually take a LOT of money to maintain: They need regular irrigation, fertilization, mowing, leaf-blowing, etc. Facilities that are using alternative landscapes such as native meadows and rain gardens are finding significant savings after the initial investment. And at the same time, they are sending a very positive message about their commitment environmental as well as human health. It’s all related.

That being said, the landscape architect needs to know the resources and capabilities the client is willing or able to put into the project – up front and for the future - and design around that. Your typical “mow and blow” crew is not qualified to handle anything more than routine maintenance, so there needs to be a funding strategy in place for an annual maintenance budget. It’s also a good idea to create a maintenance manual for staff or an outside landscaper to follow.
Some healthcare facilities, usually those with a horticultural therapy program,  integrate gardens into physical and occupational therapy.  This is a great way to provide benefit to patients while keeping the garden expertly maintained. The gardens at Legacy Health, in Portland, OR, are excellent examples of this strategy.
Healing gardens can be easy to raise money for because they are “warm and fuzzy.” The institution can also use the space for social events and to generate PR (promotional materials, events, press releases, etc.). The likelihood of assisted living facility resident referrals has been shown to increase with the quality of the grounds.


What is the difference between landscaping and a garden?  Is it only about habitation?
In general, I would say that a “landscape” is any outdoor space, wild or designed, and a “garden” is a designed space. A restorative landscape is simply an outdoor space that makes you feel good when you’re in it. To me, “landscaping” implies decorative elements like a lawn, shrubs, some trees, and is not necessarily intended for interaction.  A therapeutic (or healing) garden is a space designed for a specific population (children, cancer patients, people with Alzheimer’s) and a specific intended outcome (stress reduction, positive distraction, rehabilitation). This is not to say that landscaping isn’t important. Well-designed and maintained landscapes communicate to patients and their families that they will receive a high level of care, and this can happen from the moment you cross the property line.  Even areas such as parking lots can utilize landscape to provide and reinforce the overall image and mission of the facility.

What is landscaping’s role in wayfinding?
This goes back to the importance of views outside from indoors. As a wayfinding tool, a garden stands out as a strong landmark, something people notice and remember.  Plantings - indoors and out - can also provide visual cues or themes for a space.  Again, when well-integrated with design, views to a garden can also act as advertisement for that space.  So often, gardens are underutilized because people (even staff!) don’t know they exist.  Signage can help, but creating direct views to the garden is the best way to ensure that people use it.

Landscape is a blanket term that includes plantings, water feature, site furniture and hardscape elements like pavers and walls. How does your ideal therapeutic garden utilize these elements?
My ideal garden would focus on the needs of the user population (patients, visitors, staff) and would be designed based on evidence, but also with a heavy dose of empathy and inspiration. As with any good design, there are parameters, but we can never just tick off boxes on a checklist. All landscape elements – overall layout, paths, seating, hardscape, plantings, water features – should facilitate health and well-being. Two useful theoretical frameworks are Ulrich’s Theory of Supportive Design, in which a space supports the users by reducing stress; increasing a sense of control; encouraging social support; and facilitating physical movement and exercise. And Stephen and Rachel Kaplan’s theory of environmental preference, which calls for an emphasis on coherence, complexity, legibility, and mystery. I would add that especially in the healthcare environment, outdoor spaces must be safe and comfortable, and should provide a marked contrast to “the hospital,” which is often perceived as a very cold, alien, intimidating environment. Finally, all of the elements should contribute to that positive multisensory experience we talked about earlier to help people feel not just “not bad,” but instead “good.” That is true salutogenic design.

How does this play into prospect/refuge theory in biophilic design?
It is really important to design with this in mind.  People like to survey the space from a protected vantage point.  Creating transitional space like a covered patio at the entrance to the garden is important, especially for elderly people who may not feel safe going directly outside.  Those with certain psychiatric issues, including autism, like to be “read” a space before immersing themselves in it.  Good designs create transition spaces throughout including shade to sun and walking and seating areas, and “nooks” or nodes where people can feel a sense of security and even privacy.   

It’s not unknown for a project to get landscape elements value engineered out due to budget concerns. What’s your advice for architects regarding how to work best with landscape architects and really integrate their work into the design so that the landscape elements become less expendable to the client?
Bring the LA in right away! Landscape architects are valuable members of the interdisciplinary project team [or A/E team] and they need to be included in the conceptual design phase. LAs have so much more to offer than simply “putting the parsley around the meatloaf.” Their site planning expertise can be a great asset to preserve open space, maximize views, create walking paths, take advantage of existing natural amenities, and to create that “healing experience” that starts at the entry drive, not just in some tucked-away “healing garden” courtyard. They can assist in design of the building to maximize visual and physical access to nature, both indoors and out. They can also best address EPA standards and maximize LEED and Green Guide For Healthcare points and help make sustainable measures like stormwater management or green roofs into design features.

It is important to use a landscape architect trained in healthcare design for healthcare projects (the TLN has a directory of designers and consultants who specialize in this field). They know the research and requirements for each specific user population; they have the experience in this particular area and so they know how to do pre-occupancy evaluations and talk to the various stakeholders: Healthcare providers, facilities and maintenance staff, the C-Suite, board members and donors, patients and community members. They can be allies in your design efforts because they have the experience, examples and precedents to share with clients regarding the sustainable or evidence-based value of a design decision.

Can you talk a little bit about the book you are working on with Clare Cooper Marcus?  What kind of issues are you looking at?
Healing Gardens: Therapeutic Benefits and Design Recommendations (Eds. CLare Cooper Marcus and Marni Barnes, with eight contributing authors including Naomi Sachs) was published in 1999 and is still considered to be the "bible" on this topic. Our new book, to be published by John Wiley and Sons, NYC in 2013, will be a shorter companion volume with different material and format, and will address many of the issues we’ve talked about in this interview. The heart of the book will be design guidelines that are applicable to all patient populations and settings, as well as guidelines for specific users (hospice, cancer care, children, etc.). We will be drawing on many examples of built works to illustrate theories and practice. Other chapters will focus on history, theory, and definitions; the interdisciplinary design process; funding; planting design and maintenance; sustainability; and more. Clare and I are both very excited, and from the feedback we’re getting, others feel the same way.


I encourage all of you to explore the wonderful resource that is the TLN site (http://www.healinglandscapes.org). You don’t have to be a landscape architect to take advantage of the TLN as a springboard for your sustainability and evidence based design research or as a resource for finding a great landscape architect specializing in healthcare.  How will you harness the power of  landscape and gardens on your next project?

*Citation: Debajyoti Pati, Tom Harvey Jr., Paul Barach (2008). “Relationships Between Exterior Views and Nurse Stress: An Exploratory Examination.” Health Environments Research & Design Journal, Vol. 1, No. 2, pp. 27-38.
Exterior views of nature decreased stress and increased alertness in pediatric nurses.
Abstract: 
Objective: Examine the relationships between acute stress and alertness of nurse, and duration and content of exterior views from nurse work areas. Background: Nursing is a stressful job, and the impacts of stress on performance are well documented. Nursing stress, however, has been typically addressed through operational interventions, although the ability of the physical environment to modulate stress in humans is well known. This study explores the outcomes of exposure to exterior views from nurse work areas. 
Methods: A survey-based method was used to collect data on acute stress, chronic stress, and alertness of nurses before and after 12-hour shifts. Control measures included physical environment stressors (that is, lighting, noise, thermal, and ergonomic), organizational stressors, workload, and personal characteristics (that is, age, experience, and income). Data were collected from 32 nurses on 19 different units at two hospitals (part of Children's Healthcare of Atlanta) in November 2006.
Results: Among the variables considered in the study view duration is the second most influential factor affecting alertness and acute stress. The association between view duration and alertness and stress is conditional on the exterior view content (that is, nature view, non-nature view). Of all the nurses whose alertness level remained the same or improved, almost 60% had exposure to exterior and nature view. In contrast, of all nurses whose alertness levels deteriorated, 67% were exposed to no view or to only non-nature view. Similarly, of all nurses whose acute stress condition remained the same or reduced, 64% had exposure to views (71% of that 64% were exposed to a nature view). Of nurses whose acute stress levels increased, 56% had no view or only a non-nature view. 
Conclusions: Although long working hours, overtime, and sleep deprivation are problems in healthcare operations, the physical design of units is only now beginning to be considered seriously in evaluating patient outcomes.

Design in the Age of the Prosumer

Ah, the good old days...it seems like there was once a time when clients trusted their architect implicitly and accepted their design and recommendations with little pushback.  It it just you imagination, or have things changed?   If you feel like only a necessary evil on your projects, you're not alone and you're not paranoid either.  Access to information has led to the rise of what has been called prosumerism, a term first introduced by futurist Alvin Toffler that implies that consumers are well informed, experienced and confident enough to challenge the producer of what they consume.  There are many variations on the origins of this word, from professional consumer to producer-consumer.  I like to think of it as proactive consumer,  This merger of professional and consumer roles leads to marginalization of the corporate producer (in our world the architect) and threatens to reduce our services from value-added to commodities. Some prosumer trends that have arisen and thoughts on how to use them to the project's design advantage:
1. Hiring of in-house professionals like registered architects and engineers to oversee and manage the work of the contracted design team for a project.  The in-house professionals often complete smaller projects without seeking to hire outside help.   
TIP: The insider is your friend.  They understand your point of view. Work with them and collaborate on strategies and they will be a trusted advocate at your next meeting with the rest of the team.  Remember, part of their job is to make sure that you are doing yours, so including them in the process allows them to report back favorably while shutting them out leads to critical comments when they review the set at the end of a design phase.
2.  Development of standards for room design and finish types/colors/materials.  These prototypes are the result of considerable time and effort on the part of the owner and changing them is not usually welcomed.
TIP: There is no such thing as one size fits all and every prototype has some capacity for adjustment to project-specific needs.  Having in-depth discussions on the rationale for each element in the prototype or standards can go a long way towards understanding where a proposed change makes sense and where it doesn't. Standards can help a client to establish a brand identity and level of quality without having to go through the process of reinventing the wheel for every project.  Additionally, it can take certain sticky design issues off of the table with user groups.  This is a case where the spirit of the law will trump the letter of the law, so do your homework before presenting different approaches and work within the framework.
3. Requirements that certain criteria or standards be incorporated into the design (like sustainabiity measures) in a defacto manner without acknowledging impacts on schedule, budget or fees.
TIP: For the most part, it's exciting not to have to sell a client on adopting a good practice, but boy are you both about to get some sticker shock if the right approach isn't followed.  You are designing a building, not baking a layer cake.  Before the first design meeting, maybe even in your proposal or the interview, you need to make it clear to your client that the old rules of project management and approach are out the window.  The square peg will not fit in the round hole.  Show them your true level of expertise by discussing precisely why these requirements will lead you to approach the project in a way that is smarter and better.
4. Rise of alternative project delivery methods to get things built faster.
TIP: Many architects bristle at the introduction of more chefs in the kitchen, from the Owner's Representative, to the Design Builder, to the increased legal implications. What actually happens, if you allow the process to work, is that we are making other parties more accountable, which takes some pressure off of us to spell out every little thing on drawings and develop painstaking details for every joint and drain.  Have you ever looked at a set of drawings from 40 years ago and been surprised by how thin the set was?  Go back 80 years and there is even less detailing of the functional stuff.  Those old drawings showed design intent, not how to fasten screws. Means and methods is something that should be the contractor's problem.  We had ourselves painted into a corner of over-detailing to avoid liability.  See this as a liberation.
I think designers can welcome the emerging prosumer in their clients because we can also show them that their patients/users/customers are prosumers too.  Everybody can use some good design to get a competitive edge.

Cheaper, Better, Faster: The Case for Entreprenurial Marketing

The increasing pressure to design and construct buildings cheaper, better and faster can seem like the surest path to a landscape of mediocre, throwaway buildings.  Architects prefer to look at projects as a factor of the dependent variables quality time and budget, explaining to a client, that meeting a low budget might compromise quality and perhaps argue for building a better, but smaller design.  Those relationships are weakened by market forces such as fewer resources or shorter client timetables to effectively launch a project and build, maintain or increase their market share. Clients demand that they want it all and want it now.  And there's a business theory for that.  Called Entrepreneurial Marketing,  Len Lodish, a Professor at the Wharton School of Business argues that smaller businesses need fast results with minimal investment.  Even the largest institutions in our industry operate much like small businesses, which is why I find this idea so compelling.  


To help get inside our client's head, let's focus on making the business case for ideas:
It's hard to focus on the long term when you have an immediate need that will likely exhaust your capital budget.  That's why so many large institutions look like they have tumors of one story buildings growing out of them and are a wayfinding nightmare. Schedule and budget concerns may be non-negotiable, but your client didn't hire you to smile and nod your head.  They hired you to think about the problem in ways that they can't.  As long as you have truly listened and respected their concerns, presenting a less literal solution than the one they asked for will gain their respect and produce a better project. 

There is also an implicit assumption on the part of the client by playing its safe, they know what they will be getting, and that the project will proceed more quickly and cost less.  Looking for proven solutions, they may be a little hesitant to explore innovative design practices, cutting edge research or sustainable tactics.  Or, they may  require integrated project design or minimum LEED certification without really understanding what is involved.  

Innovation does not have to come at a premium, and sometimes, the payback on implementing a cutting edge technology , unconventional method or research makes its own compelling argument. Architects are not necessarily known for their financial wizardry, but by presenting a strategy in terms of its return on investment, the conventional understanding of cost, schedule, and budget are transformed.  design time frames can become more elastic, with more time spent in pre-design and schematic design in order to brainstorm and then vet options as a team.  When we view a building project over its lifetime, the way that the problem is framed and eventually solved becomes more dynamic as well, leading to what the client wanted to achieve most- value.