Part 5 delineates how to map and try to navigate the disruptive processes which are continuously fracturing the profession. It also outlines the troubling possibilities of disruption for disruption’s sake and how to identify if you, as a practitioner, have become a comfortable incumbent in need of your own disruption or handoff to a more agile performer. In this chapter we talk about:
• How to be a mentor in a world without apprenticeships • Internal and external disruption and transitioning • Helping your practice utilize the open innovation network to share
and leverage disruption • Hiring a chief disruption officer
The late CAD-based years of Arch2.0 and the final phase of design and production forced apprenticeship into a completely marginalized
position within architecture. After the design problems and crits of architecture school, our graduate was sent into the workplace, where the profession didn’t match the training. Design for building required an understanding of the technical issues of design, project management, and business. Owing to the shortage of older experienced staff, younger staff were left to learn on their own. Additionally, since CAD was the documentation tool of choice, our senior, experienced staff were unable to properly review the documents that the drafters were compiling, as well as being overwhelmed with work. This disconnect of technology and expertise created a chasm of proficiency, which led to more and more inexperienced staff running projects before the recession. Now, post-recession, we find ourselves in a double bind with no work and still no training.