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Monthly Archives: April 2009

While on the way to other things, I offer these subsequent postings from others on the subject of turning Detroit’s vacant lots into farmland…

CEO’s for Cities cites Buffalo and Cleveland, and Bruce Fisher

Bruce Fisher, in ArtVoices, addresses the subject and these locations in detail

In Buffalo, City Hall says it has a plan for vacant land, and that its plan doesn’t include turning vacant lots into farms. City Hall actively opposed land-banking legislation, and got Governor Paterson to veto a land-bank bill just last year.

But just a three-hour drive west in Cleveland, there’s a new and quite different plan—a plan that explicitly endorses land-banking, and that envisions a smaller, greener Cleveland that stops the insanity of trying to rescue every parcel for traditional city uses.

Think Detroit offers information, references and speculation

And the Detroit Free Press offers a discussion with one of the Hantz Farms proposers

Image from WSJ

Image from WSJ

4/17/09

And then today, the Wall Street Journal connects Detroit, Cleveland and Buffalo, not with cornfields, but with the efforts of artists to use and fill in what is left behind in these cities (with slideshow)

And now this shows up, about Cleveland, in Fast Company magazine’s review of the top “fast cities” in the U.S.

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A few things that have caught my attention over the past few days—

Urban agriculture

Urban farming, a subject I nominally addressed earlier, has been in the news in a variety of forms more recently. In England, the allotment, long a feature of urban life, is getting rarer and “nyudies”–new yuppie diggers–are getting concerned. Similarly in the US, the demand for a place to grow things but limited places to grown them has led to a similar years-long waiting list and urban gardeners are beginning to eye others’ back yards. And in St. Louis, the surprise of finding a piece of the ancient prairie in the middle of the city.

The corporate workplace
Interest in the character of the workplace and its influences, another recent subject, gets echoed in a report ranking the top “democratic” workplaces. It would be interesting to see the physical manifestations of these management concepts. (Maybe I’ll return to this later.) And in a similar note, there was this review of a consulting company’s approach to workplace design. Perhaps striking a contrarion note is this report about the reliability of the data supporting a generation of business best practices advisories.

Designer interests
Anxiety about the openness of designers was reflected in a couple of ways. Khoi Vinh took off on the self-reflective world of design dialogue and recognition, and the need for breaking out of the cultural box, so to speak. Michael Surtees, however, demonstrated the issue in a separate post. And Michael Beirut expressed anxiety over design rationalizations, and evoked earlier thinking on similar stuff.

Next generation auto technology and design

Meanwhile, GM was doing this, while the rest of the world was doing this.

* Image via Fast Company

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*Illustration by Harry Campbell, from Wired

This article at Wired on the evolution of office space and many of the comments it received affirmed for me again that the workplace is shackled by policies and practices that continue to interfere with the growth and achievement of American organizations.

There are many reasons for this, but I think these two are dominant:

  • The workspace is planned and managed by a group of people who are measured by the cost of their operation to the organization.
  • Organizational hierarchies, exhibited in workspace footprints, perpetuate the desire for and the demand for personal space that has nothing to do with the work we do.

I remember the first time I acted as an agent, of sorts, for a facilities group. Designing a major corporate headquarters facility a couple of decades ago, we engaged in a discussion of concepts and approaches to the design of the staff workspaces. The “breakthrough” idea promoted by the client’s facilities leadership was “one size fits all.” With legacy information about the hassles and costs of moving staff in an increasingly dynamic business context, thy argued that all workstations should be the same size, enabling “box moves” whenever relocating staff, and therefore saving considerable dollars in the management of the physical workplace.

What is interesting in looking back on this is the realization that we were being uniquely thoughtful about the spaces and places where the technical work of the organization was being done, but designing the places where people did most of their work without consideration of the nature of that work. The organization, like almost any modern corporation, had a significant diversity of staff disciplines and roles. The space we planned for them were, however, homogenous and generalized, failing to account for differences between accounting and engineering, between design and project management, between concept development and purchasing.

In another aspect of current practice, it is difficult to recall organizations whose workplace planning standards do not have at least a dozen different space allocations and other considerations associated with title. While these standards have some consideration for the differences in work modes between different classifications of people, they make no differentiation for different disciplines in those classifications. So again, if I am of a rank in an organization my workstation is assigned without consideration of my role as a designer, accountant, manager, engineer, code writer, etc.

And, since space is associated with hierarchy, and space and place are the most visible manifestations of recognition in the workplace, then I tend to make advancement my objective and use the tools and techniques of advancement as my guide to the work that i do. In other words, the key mission and goals of the organization may be sacrificed to mediocre achievement as the employees of the organization work to individual goals before the good of customers and clients of the organization.

So the illustration and categorization that appeared in the Wired article is a reminder of the issues and considerations in modern office planning and design. The title, referencing how the form of the workplace “reflects changing attitudes toward work,” might more accurately be titled, “how work attitudes are shaped by the form of the office.” I think that where form is a given before the work of the organization is deeply understood, then the design of the workspace may have the implication of expressing the organization’s purpose and values incorrectly and diverting the attention of those who work there from the achievement of better things.

I offer a couple of suggestions on the way to better approaches to planning and design—

  1. There is now a very good body of research, information and evidence to empower in-house facilities managers to engage the C-suite in a discussion and exploration of the positive and direct impact that good workplace design can have on the performance of the organization and the people in the organization. This can then lead to the use of better planning tools, identification of better measurables in planning and implementation, the development of better programs and the achievement of design that motivates and support performance.
  2. Try aligning the formal lexicon of the workspace with the values lexicon of the organization. Inversely, if your objective is “innovation,” how does a space assignment to “vice president” make sense? Observe what effective people in the organization do, and generate space typologies around those activities. What for example, are the typologies that support “collaborating” or “socializing” or “focusing”? Develop some initial concepts based on observations and analysis, try them out in a pilot project, adjust them from what you learn. Then start measuring the growth of the organization.

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My daughter, home for the Easter break, visited friends in Ann Arbor last night. One of her friends works with Google there and invited my daughter, “M,” to visit her offices. Talking about the experience this morning over breakfast, M, who is part of Teach for America and teaches in the South Bronx, expressed a longing for that kind of workplace.

There was an immediate diversion in our conversation. M’s mom immediately challenged the legitimacy of a workplace that provided games and food. Recalling her own work in the advertising/media business, she spoke of the love of the work she was doing and the dedication and commitment that kept everybody working long hours and experiencing frequent overnighters, without the perks of place that have come to characterize Google and its imitators.

In some sense, this type of workplace largesse M’s mom equated roughly with Wall Street. One of her sisters, working with a Google-ish company, complained recently about the loss of free bottled water in her workplace. This sense of entitlement, even at this superficial level, smacked of the complaints from the financial community now whining of restrictions and loss of income after having destroyed the global economic system.

That sense of spareness that was the badge of an earlier generation’s workplace was immediately countered by M’s response. “I’d like to have a workplace where I could get a bowl of cereal in the morning,” she said, “and have a place to have lunch with my co-workers.” No sense of entitlement, privilege or perk in her simple expression of desire for a workplace that works.

In my own work I have counseled my clients on the benefits of workplace transformations by also uncovering the importance of generating and sustaining a corporate culture. The socialization that takes place in the “white spaces” of the workplace–the hallways, lounges, coffee bars, etc.–is an essential component of discovering common or shared values. This, in turn, enables the gradual build-up the trust that yields an openness between and among members of the organization. That trust and openness, I’ve discovered, is an essential ingredient in commitment, innovation and differential achievement.

This conversation and this context made me a bit sad, and certainly concerned. M, in her work for Teach for America, apparently does not have a workplace with the characteristics that might provide the context for greater accomplishments with and through her team to make the very important work that they do more effective in the places that they do it. Of course, there a several barriers. One may simply be the notion of the nobility of sacrifice, the idea that more than the minimally essential corrupts or, at least, distracts from purpose. Another may be that in cash-strapped conexts, like urban school districts in poor neighborhoods, the provision of anything other than the essential may look suspicious, a diversion of resources from their direct application for the benefit of the students. Yet another may be the impression that the style of the Google-ish workplace, even it its spareness, is the mark of the achievement of great wealth rather than the means to it, or some other measure of achievement.

This takes me to one of the concerns I’ve had for a very long time about “programming”–the process of identifying the requirements to be met in the design of a facility. The tendency to use a lexicon of space–”office” and “classroom” and “cafe”–immediately implies a solution to an expressed need but, in fact, diverts the designer from the appropriate level of care, exploration and attention that allows the real need to become expressed and the best solution to be found. Rather than programming for capacity–seven classrooms, two offices, etc.–we need to program for processes, values and achievements–innovating, engagement, growth, etc.

In the case of the school in the South Bronx, and many other contexts like it, I think it is crucial to change the lexicon of need. When the core values of the mission of the organization are not able to be uncovered and find expression, when what has been learned as a core practice in the most successful of organizations cannot be applied to the most needy of organizations, then we are losing so very much. What is “essential” in a school in the South Bronx is an environment that allows a group of professionals and volunteers to build a bond among themselves, and find the energy and personal resources to sustain commitment and achieve great things together.

The Googling of the educational workplace might be a good place to start.

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Early Detroit, French "ribbon farms"

Tabula rasa” was a term frequently used by Elizabeth Diller the other night in Charlie Rose’s interview of the Diller Scofidio+Renfro principals. She was using the term to describe an approach they took that implied that each project began with a fresh look, uninhibited by considerations of experience, precedent or philosophy.

The term had been on my mind recently, perhaps through a direct reference but, I think, more through reflection on what seems to be an accelerating number of explorations and interventions focusing on the city and cities in general, but in the domain of this interest, on Detroit specifically. The history of the stories of the decline of the city has been more recently joined by a rapid flow of articles, photo journals, studies, and now competitions all informed by a general (accurate) impression that there is not much left, and that therefore the city is a tabula rasa on which to test, impose on, intervene with, and explore new concepts for the city and for “city,” and, as we’ll see, for “farm.”

I have written briefly about this before. In a quick recap, I had been recalling the concept of “building in cornfields” first advanced by a client, an executive with Chrysler, in the late 80’s. We were in the process then of designing and building a new palace for Chrysler very shortly after its emergence from near bankruptcy with the benefit of a government loan. As we erected four million square feet of new headquarters and technical facilities for them on what had been a large farm north of the city, Chrysler was in effect abandoning Highland Park, a city completely surrounded by the city of Detroit, and the clusters of shops, labs, plants, offices, design studios and other facilities that had been its home, and the home of its workers, for decades.

It was natural to give at least some passing thought to the exit strategy, to the impact of the void that was being left behind. This executive suggested that the best thing they could do was demolish the buildings and plant corn. “Everybody wants to build in a corn field,” he said.

Now, 20 years later, the first step in that vision, that strategy, is apparently about to take place. Among the reports on the web site of the Detroit Free Press today (the “newspaper” is no longer printed but 3 days a week, another casualty of the large outmigration from the city), was the announcement that Hantz Farms was an entity, part of a suburban financial services firmproposing to till and plant an initial 70 acres of the land in the lots and plots that have become progressively abandoned in the steady intentional and incidental shrinkage of the city (there are more than 40 square miles of vacant property in the city) . This would become, in effect, the largest “urban farm” in the world.

Of course, the potential of urban agriculture in Detroit has been made robust by the failure of the leadership of its leading industries to act responsibly and embrace a concept of a sustainable business through a sustainable product. China, a country that itself is rapidly urbanizing and turning its farms in to cities, has developed a vision and a strategy to become the world leader in the development of the systems and products that has resisted and actively lobbied against for years. Planning to become a world leader in the development of electric and hybrid vehicles within three years, China will be doing what the Obama administration has been trying to get GM, Chrysler and Ford to do while they protest that it is impossible to achieve within the decade. Already suffering from a failure of vision and commitment, already on the brink of bankruptcy, the American companies will now feel even more pressure.

So the industry responsible for its urbanization is now responsible for its de-urbanization.

People are leaving Michigan at a staggering rate. About 109,000 more people left Michigan last year than moved in. It is one of the worst rates in the nation, quadruple the loss of just eight years ago. The state loses a family every 12 minutes, and the families who are leaving — young, well-educated high-income earners — are the people the state desperately needs to rebuild.

In a recent column in the New York Times, Nicholas Ouroussoff referenced the faulted and failed urban development policies of the past as part of the reason for turning Detroit into what he calls a ghost town. He seems to accept the notion of a tabula rasa in the cases of many American cities. He calls for radical new solutions, destruction rather than repair, and extravagant imagination.

In this miserable context of continuous erasure, there is this delight of infill attention. Among the attention Detroit is getting includes these–

Rouse [D] is an international ideas competition focusing on "re-inventing the city of Detroit through the use of digital computation methodologies." The organizers of the competition acknowledge the extensive history of other intentions to restore or reinvent the city. They believe that their approach, however, may actually be a catalyst to action and accomplishment. In the context of a tabula rasa approach, they suggest that "every city has its history and Detroit is no different, but now it’s our turn to “bounce back” and maybe not in the traditional or conventional way, but in a new, unprecedented way that is specific to the one-of-a-kind condition Detroit presents to us. So the solution too, will be one-of-a-kind specific to our Detroit." It is a competition about place, illustrating ideas for specific sites in Detroit, and accepting both micro and macro approaches.

The jury is intriguingly international and includes, David Pigram of SUPERMANOUEVR, Marc Fornes of THEVERYMANY, Skylar Tibbits of SJET, Michael Ashley of MASH-ARKT, David Jackowski of ALVATRON STUDIO, Peter Macapia of DORA, Brian Dubois of 2:37AM / 2:37AM STUDIOS and Jason K. Johnson of FUTURE CITIES LAB. Marcelo Spina and Georgina Huljich of PATTERNS will act as the competition exhibition’s keynote speakers.

Detroit UnReal Estate Agency is about documentation. They say they will "produce, collect and inventory information on the ‘unreal estate’ of Detroit: that is, on the remarkable, distinct, characteristic or subjectively significant sites of urban culture." The tabula rasa for them is acknowledged in their intention to aim "at new types of urban practices (architectural, artistically, institutional, everyday life, etc) that came into existence, creating a new local ‘normality’ and a new value system in the city of Detroit." Rejecting the "renovation" tendencies of Richard Florida, and the "artistic" opportunities in urban ruins, they  instead seek to "support stimulus strategies for urban transformation…and, simultaneously, to re-interpret and built on the value of decay as well as the intrusion of wildlife in the city." Among the questions they pose as a means to generating new concepts is "How to imagine a new equilibrium between the city, the human communities and the natural elements (plants, water, wilderness)?"

Detroit Unreal Estate Agency has a similar international origin. It is a project of Partizan Publik centered in Amsterdam. They call themselves a "think and action tank devoted to a braver society." Their intention is to "explore, produce and implement social, political and cultural instruments which generate positive and sustainable change to people and their surroundings." The Partizans are Christian Ernsten (founder) and Joost Janmaat (founder), as well as, Amir Djalali, Bart Blaauw, Arthur Huizinga and Jeroen Visser.

[bracket] is at the core of the matter, developing a web publication about farming in general, but with a number of urban farming proposals and with Detroit specific explorations. [bracket]‘s platform for its first issue, On Farming, is broad. "Once merely understood in terms of agriculture, today information, energy, labour, and landscape, among others, can be farmed," they say. "Farming, beyond its most common agricultural understanding is the modification of infrastructure, urbanisms, architectures, and landscapes toward a privileging of production."

Bracket, also international in scope, is supported by the Graham Foundation and is a collaboration of Archinect and InfraNet Lab. They put together an annual publication intended to document "issues overlooked yet central to our cultural milieu that have evolved out of the new disciplinary territory at the intersection of architecture, landscape, urbanism and, now, the interneta publishing platform for ideas charting the complex overlap of the sphere of architecture and online social spheres."

One of its projects, entitled "Your Town Tomorrow (Detroit 2007)" explores the form and history of the farming that was at the foundation of the city, noting that "it has been over three hundred years since Count Ponchartrain sent word back to Paris describing Detroit’s landscape as ‘…so temperate, so fertile and so beautiful that it may justly be called the earthly paradise of North America.’” The brief implies an exploration of a return to the agriculture that lies under the industrialization and de-industrialization of the city.

With all of this as promise, in a sense, the concept of "tabula rasa," seemingly so free, clean, and airy, nonetheless seems to carry a bit of baggage. Considering the concept, it seems there are at least 6 ways to think about, employ or resist it.

  1. It’s the wrong approach–There is no such thing as a tabula rasa. No matter the level of destruction, abandonment and decay,there is, resident in this place, a lingering memory of rights and wrongs that should never be dropped, overlooked or assuaged, and will always make its play.
  2. It’s the right approach–Every tendency to bring complexity to this kind of problem is to defer its
    solution; the approach should be unencumbered and should uncover and deliver its effectiveness through simplicity, clarity, cleverness and insight brought from freshness, innocence, care, and creativity.
  3. It’s not a physical concept–Declaration of the city as without fact and without history allows you to see what you want to see, not what is there;it is a political act that is about power not benevolence, about dominance not compromise.
  4. It is essentially a political tool–When everything else about the city’s administration is corrupt or collapsing, when an entire half century can be measured only in decline, when the effect of its politics and policies has created the tabula rasa, the right approach is a political approach and should engage new modes of representation and administration.
  5. It is at its best as a physical concept–Perception is reality. The complication and compromise involved in almost every plan that acknowledges the political and social eliminates the ability
    to see things in new way; approaching the land and space as open and clear will allow new ideas to be implanted, leading more effectively to new perceptions generating more effective politics, plans and policies.
  6. He who throws the first stone–Those who promote and use the tabula rasa approach should be without sin; the concept has a sense of purity associated with it and its intentions and executions should be free of self interest and of the taint of past acts.

I’d be pleased to have your comments about any of the topics in this post.

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I just got back from what was another of those great events in Detroit—a conversation about its future. Sponsored by ModelD and held at the College for Creative Studies, the event was an extension of the programs and interests of The Next American City, part of its Urbanexus series.

Moderated by David Egner, President and CEO of the HudsonWebber Foundation, it was a presentation by four relative newcomers to the city about why they came here, and a conversation about what they might say, do and promote to try to bring others here.

The context was set by Egner in some slides of maps the metropolitan areas of Chicago, Minneapolis and Detroit. The slides illustrated concentrations of educated people under 35, with and without kids. The map of Chicago showed the Overall Chicago area with lots of blue (those with kids), and a big concentration of red in the Loop (those without kids). The area in red, if I remember Egner’s numbers correctly, represented a dense and concentrated population of about 180,000 educated, single, under 35 residents. The map of Minneapolis/St.Paul was similar in distribution and concentration, but with the core “red” population at about 85,000 people.

The Detroit map had some of the same characteristics of distribution. More of the red population in the city and most of the blue outside of the core and outside of the city. The “concentration” of red—the educated, under 35, single population essential for the life, liveliness, livability and quality of life of the city—was a population of only 15,000 people. And in Detroit, they are spread over almost 140 square miles (that’s inside the city boundaries).

The newcomers were wonderful. One, arriving from a small town to seek a more vibrant life in a bigger city. One from a job with Oprah in Chicago seeking a more family-friendly and better-paced city. One from New York, now the curator of a new museum of contemporary art here. One from New York, now the creative director of the largest ad agency in the city. All successful happy, and Detroit boosters. (Kirsten Ussery of Detroit Renaissance, Luis Croquer of the Museum of Contemporary Art Detroit, Megan McEwen of CS Interiors and Toby Barlow of the JWT Team Detroit)

What delighted me was the energy, optimism and promise that this group presented and represented. What saddened me was the realization that shortly after arriving here 30 years ago myself, we spoke of the same things—how to convince those from the suburbs to actually come back and visit the city, how to convince other young people that there was a creative life here, how to convey the benefits of affordable opportunity, how to easily find a way to make your mark in this city, how to eliminate race as the basis for election, how to redesign the at-large system of political representation, how to, as one panelist suggested, stop the loathing.

It’s been a long conversation.

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Companies Sold Office Space at a Fast Pace – WSJ.com.

One of the immediate tactics corporations make in their recession strategies after downsizing is to seek release of real estate. Real estate is a tangible line on the balance sheet, whether as owned asset or lease, and RE and facilities staffs, pressed for a contribution to the task, see their best move as cutting space.

If not able to release space because of market conditions, corporations and other organizations also explore or move on attempts to consolidate from other locations, sublease unutilized space, compress in the space they have based on current or downsized standards, and turn off the lights in underutilized or abandoned space.

Most of these tactics while eventually saving costs have relatively high interim costs, in the carry, the fees, the planning, the moves, and the disposition of furniture and equipment, as well as in the apparently intangible or non-measurable  losses to the corporation from a resultant anxiety or hostility psychology of the staff.

Research in other places shows that significant enhancements to individual staff performance and overall corporate financial performance can come from workplace planning and design that recognizes that work looks different now. Some organizations have broken the straightjacket of workplace standards perpetuating the unreasonable demand for ever more spacious and high-walled cubicles (the Thain influence?). They have implemented programs that have supported and managed planning that recognizes that we are all mobile, even within the office walls, that work is highly varied for most people during the course of the day, and that each component  of modern work is enabled by a worksetting that suits the activity.

Planning in these organizations is focused on these differentiated workstyles and interactions and not on individuals and titles. The strategy results in the ability to  attract better talent and, with a more active, agile and energetic workplace, they get better performance from them.

It’s important to remember that cutting real estate and occupancy costs will never yield the metrics that matter–share price growth. When confronted with excess office space as a result of staff reductions, corporate RE and HR staffs and their advisors may want to look beyond the metrics of space and into the metrics of performance. It just may be that a little thought spent in observation and analysis may yield insights for planning and design that will provide, rather than the static hurt of one-time cost reduction, the dynamic pleasure of ongoing and significantly higher growth returns.

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