外文文獻(xiàn)及翻譯超越邊界的BIM

1、山東建筑大學(xué)畢業(yè)論文外文文獻(xiàn)及譯文外文文獻(xiàn)：BIM Beyond BoundariesSeptember 10, 2012 by Randy DeutschAbstract: Opt ing for depth over breadth of expertise is a false choice that will lead in dividuals, orga ni zati ons, the professi on, and in dustry in the wrong direct ion.Keywords: BIM, expertise, an ti-lear ning, maste

2、r builderSeveral forces are converging to create an unprecedented and timely opportunity for organizations that have embraced building information modeling (BIM). These forces including the rise of the expert, the growing complexity and speed of projects, and BIM' s in creas ing recog niti on as

3、 an en abler, catalyst, and facilitator of team collaboration- also prese nt sig nifica nt challe nges that can be overcome with the right approach and min dset.At one time, being an expert meant knowing more than one' competitors in a particular field. Firms that rein forced their expert cultur

4、e hoarded in formati on, which resulted in silos of expertise. Today, many firms are looking to hire people perceived as building and software tech no logy experts, shortsightedly address ing today' s n eeds at the expe nse of tomorrowarchitects have always been trees with many branches, our cur

5、rent economic climate has discouraged them from being anything but palm trees: all trunk, no bran ches.And yet thi ngs cha nge so quickly that those who went to bed experts are un likely to wake up experts in the morning. Due to the speed and complexity of projects, we do not have time to acquire kn

6、o wledge the old way slowly, over time, through traditi onal means. Eve n whe n we supplement our book learning with conferences, webinars, and continuing education, it is impossible to keep up with the flow of new in formatio n in our in dustry.Expertise today is a much more social, fluid, and iter

7、ative process tha n it used to be. Being an expert is no Ion ger about telli ng people what you know so much as un dersta nding what questio ns to ask, who to ask, and appl ying kno wledge flexibly and con textually to the specific situati on at hand. Expertise has ofte n bee n associatedwith teachi

8、 ng and men tori ng. Today it ' s more concerned with lear ning tha n knowing: less to do with con ti nuing educati on and more with practici ng and en gagi ng in continu ous educati on.Social media prese nts the would-be expert with both opport un ities and challe nges. Work ing with the un der

9、sta nding that somebody somewhere has already done what you are trying to do, desig n professi on als, like agile tech no logy experts, can find what they' re look ing for binto their networks and aggregating the responses. Conversely, due to the rise of social media, virtually all anyone has to

10、 do today to be con sidered a tech no logy expert is to call themselves one. Because social n etworks allow people to proclaim themselves experts, it can be hard to know who to tur n to, result ing in the rise of otherwise unn ecessary certificati ons.An expert today is some one whose n etwork, com

11、muni ty, or team deems him or her so. Such ack no wledgme nt from one ' s com mun ity can be con sidered a form of social certificati on. To grow one' sprofessional reputation, expertise in BIM counter-intuitively requires unlearning, detachme nt, collaborati on, and develop ing both deep sk

12、ills and broad in terests.BIM EXPERTISE REQUIRES UNLEARNINGAs we grow in our careers, we tend to focus more on people issues and less on tech no logy. We also tend to cooperate con diti on ally, resp onding to the behavior of others. This has huge implications for design and construction professiona

13、ls who might be naturally collaborative through shari ng kno wledge, lear ning, men tori ng, and teachi ng but are otherwise con diti oned and tempered by the culture of the firm where they work.Work ing in BIM provides an un precede nted opport unity to lear n: how build ings go together, how proje

14、cts are scheduled, cost implicati ons of decisi ons, and impact on the en vir onment. At the same time, there is a great deal we still n eed to unlearn with BIM. We can start by ask ing some questio ns: Which aspects of the traditi onal desig n process cha nge with BIM and which stay the same? What

15、knowledge, methods and strategies must be abandoned due to BIM and what is critical to keep? And perhaps most importa nt: What, while lear ning to work in BIM, n eeds to be unlearn ed?While unlearning habits we picked up working in CAD would seem like a good place to and cooperative ways. These in c

16、lude bad habits we' veacquired since we left the coco on of school and embarked on the hard kno cks of a career in architecture and con struct ion, where westart, thereo asgrlsat deal we n eed to unlearn in order to retur n to our origi nal shari ng attitudemay have lear ned to be mistrustful, s

17、keptical, competitive, secretive, and work ing in depe nden tlyin silos. In doing so, we' ve unlearned many of the critical natural habits, attitudes, and mindsets n ecessary to work effectively and collaboratively on in tegrated teams.BIM EXPERTISE REQUIRES DETACHMENTFrom Japanesemartial arts t

18、here 'the concept of shuhari: First learn, then detach, and fin ally tran sce nd. As con sulta nt Ian Rusk has expla in ed, shu, ha, and ri are con sidered three phases of kno wledge that one passes through in the study of an art. They can be described as the phases of traditi onal kno wledge, b

19、reak ing with traditi on, and tran sce nding it.Working in BIM, we need to address all three steps to meet our goals. Of the steps, the sec ond (detachme nt, or break ing with traditi on) is the most importa nt. Detachme nt requires that we rema in flexible and agile while lear ning, not hold ing on

20、 tightly to our ideas, age ndas, or prejudices, so that we can move bey ond them.BIM EXPERTISE REQUIRES COLLABORATIONWhile we as an in dustry have now lived with BIM for more tha n two decades, most firms have acquired and impleme nted the tech no logy primarily as a visualizati on and coordi nati o

21、n tool in the past several years. We appear to have reached a standlstn the software ' s use, with many firm leaders wondering how to make the leap to more advaneed uses. Further mastery of the applicatio n through traditi onal means won' t help us get there. If we are to achieve our pers on

22、 al,orga ni zatio nal, professi on al, and in dustry-wide goals of fully participati ng in public, com muni ty, creative, and econo mic life, someth ing more n eeds to happe n.Achiev ing higher levels of BIM use in clud ing an alysis, computati on, and fabricati on requires skills and a min dset tha

23、t allow us to work productively and effectively in a collaborative setting. Working with BIM enables but doesn' t necessarily lead to collaboration. We each have tdecide whether or not to look beyond BIM as a tool and embrace it as a process. When recog ni zed as a process, BIM can be a powerful

24、 catalyst and facilitator of team collaborati on.BIM EXPERTISE REQUIRES DEPTH AND BREADTHIt would be a mistake to assume that expertise in BIM as a tech no logy alone will lead to greater leadership opport un ities on in tegrated teams .In this capacity, BIM requires atte nti on to acquiri ng skills

25、 that, while easy to atta in, can be overlooked if we focus primarily on the software tools.With BIM, technical expertise should not be considered more important than increasing one' social i ntellige nee, empathy, or the ability to relate well with others. Additi on ally, the conven tio nal win

26、 dow for achiev ing tech no logical expertise is too long. Better that one achieves a high level of BIM competency motivated by passion and curiosity. Having competency in one subject does n ' t preclude you from address ing others. In fact, it can be a determ inant for doing so.Being versatile

27、flies in the face of curre nt thinking that to succeed we should bolster our stre ngths over our weak nesses. The an swer to Should I be a specialist or gen eralist? is yes. There must be people who can see the details as well as those who can see the big picture. One gift of the desig n professi on

28、al is the rare (and un derappreciated) ability to do both simulta neously. As with any hybrid generalizing specialist or specializing generalist one' strength provides the con fide nee to con tribute ope nly from many van tage points and perspectives.It is critical for -shape“” experts to reach

29、out and make connections (the horizoatm of the T) in all the areas they know little or nothing about from their base of tech ni cal compete nee (the vertical arm of the T). T-shaped experts have con fide nee because of their assura nee that they know or do one thi ng well. Their con fide nee allows

30、them to see as others see by means o not through what they know. Their expertise doesn' t color their perception so much as provide ahome base to venture from and return to with some assuranee that they' ll maintain their bwhen ven turi ng out across the table.Broad-minded design professiona

31、ls often find themselves in the role of “ an-experts, ” approach ing challe nges from the perspective of the outsider. To this Paula Scher of Pen tagram said, “When I' m totally unqualified for a job, that I do my best wwhen ” Once we balanee, own, and ultimately realize our expert and anti-expe

32、rt selves, we (as a community, profession, and in dustry) will do our best work.WHAT DO WE DO NOW?Firms want to know how to optimize their work processes to become more efficie nt at what they do best, to rema in competitive by leverag ing the competitive adva ntage of BIM and in tegrated desig n. O

33、ne of the ironies facing the in dustry is that in order to master BIM, don' t learn more BIM .In stead, do other thin gs.What will bring about greater efficie ncies and effective ness, in crease productivity and deliver value, is not additi onal tech no logy kno wledge but our ability to com mun

34、i cate, relate, work together, think like one another, have empathy, understand, and listen. If design professi on als want to lead they will do so not by in creas ing their depth but by ben efit of broadercapabilities inv olvi ng their reach.What do we do now? Go wide and deep. Go aga inst com mon

35、wisdom and fortify your soft skills, your reach and win gspa n. To master BIM you have to tran sce nd BIM.We n eed to develop both sides of ourselves in order to move bey ond our own and others biases and an ticipate con seque nces for courses of acti on before they are acted upon. We n eed to devel

36、op the ability to put the project first, n avigate iRooms and packed conference tables to get our ideas and points across, be able to read people for overt and sublim inal resp on ses, have the con fide nee to ask questi ons without feeli ng threate ned and be asked questio ns without beco ming defe

37、nsive. It is as though we have placed so much emphasis on the bricks we' ve forgotten themortar that allows us to com muni cate genuin ely, to relate well with one ano ther and in tegrate.Having to choose betwee n depth and breadth is a false choice that heads our professi on and in dustry in th

38、e wrong directi on. Rather tha n focus ing on one over the other, we n eed to develop simultaneously vertical deep skills and horizontal soft skills, to work on our strengths and weak nesses, to be expert and an ti-expert, specialist and gen eralist, to desig n from evide nee and from intuition, to

39、be task- and people-oriented, to have mastery over one thing and be a jack-of-all-trades.As one blog comme nter rece ntly asserted,“In order to practice architecture wtdl, you neeun dersta nd a lot of things that aren' t architecture. ” BIM tech no logy experts know one thiflourish and persevere

40、, we n eed to know and do many thi ngs.Often overlooked in mutual men tori ng of computer tech no logy and build ing tech no logy by senior and junior staff are basic people skills: liste ning, questio ning, n egotiat ing, collaborat ing, com muni cat ing. The concern is that the emergi ng desig n p

41、rofessi onal adept at BIM tools while learning how buildings come together won' tearn the necessarycommunication and people managementskills to negotiate a table full of teammateson an integrated team. These skills need to be nurtured, mentored, and acquired as assuredly as computer and building

42、 tech no logy skills. These skills require the same amount of deliberate practice and feedback as the mastery of tech no logy skills. Develop ing compleme ntary, collaborative skills is as critical as beco ming compete nt with the tech no logy. As Ern est Boyer an ticipated,“ The future bel onginteg

43、rators.” And ttuaefhas arrived.Succeedi ng in practice today is a both/a nd, not an either/or, propositi on. Desig n professi on als must be both BIM tech no logist and build ing tech no logist. Those who accept this model will lead, persevere, and flourish in our new economy.Last year in Desig n In

44、 tellige nee, Stephe n Fiskum wrote,“ One thi ng is certa in: The solutio nto the curre nt malaise in our professi on is not for us to go broader but to go deeper for a New Practice Paradigm, ” January/February 2010). This woOldieBy going wider and deeper we provide owners and our orga ni zati ons w

45、ith the most value and in creased productivity.Worki ng effectively and collaboratively in BIM will help us tran sce nd our curre nt state, bridgethe gap, and cross over to more adva need uses.THE MULTIDISCIPLINARY MINDSETIt is not just that the in tegrated team is now multidiscipli nary, but we eac

46、h must become multidiscipli nary. Doing so requires a multidiscipli nary min dset. This en tails empathy, a genuine appreciation for others ideas, seeing from many perspectives, and anticipating possible con seque nces to any course of acti on. An in dustry represe ntative rece ntly stated in a publ

47、ic forum,“Idon' want the architect to think like a structural engineer. I need for him to think like an architect! ” To leverage our tech no logy tools and work processes, being an architect today means that we thi nk like a structural engin eer as well as a con tractor and owner. Doi ng so does

48、 n away from architects role b ut increasestheir credibility by making them more effective and in flue ntial at what they do well.Worki ng in BIM in ward focused, object-orie nted, filli ng-i n dialog boxes discouragesthis min dset. It is a mistake to thi nk that those who work in BIM are tech nicia

49、ns and that a firmprincipal or senior designer who sees the big picture will mediate between the model and the world in which the model operates. Leaders must see to it that their teams look outward, keep ing an eye on the model while see ing the horiz on.THE TECHNOLOGY/SOCIAL CONTINUUMWorking in CA

50、D, there are those who focus on drafting and those more adept at com muni cati on, n egotiati on, and persuasi on. With BIM, tech ni cal un dersta nding and people kno w-how must exist in each and every desig n professi on al.The majority of BIM-related literature has bee n focused on the tech no lo

51、gy, not on the peoplewho use it. People issues and attitudes are the main impediment to the collaborative work processes en abled by the tech no logy. Huma n issues, issues of com muni cati on and collaborati on,firm culture, motivation, and workflow all exacerbated by the advent of BIM into the wor

52、kplace are an eve n greater challe nge tha n the admittedly con siderable software applicati on and technical problems associated with BIM' s use.LEADING FROM THE MODELWorking in CAD, a senior team member would redline an emerging employee ' work. Leadership was decidedly top-dow n: Some one

53、 senior desig ned or detailed, and some one less senior drew it up. The problem was that the senior team member never knew whether the emerg ing employee un derstood what was being draw n.Worki ng in BIM provides a completely differe nt work flow one we have yet to leverage fully. Because those on t

54、he front lines are not only the first to discover clashes and incon siste ncies but also to visualize what someth ing looks like and how it might function, BIM allows our emerg ing tale nt to lead the process to lear n on the job while recog nizing their power from their privileged positi on of the

55、first look in the model.The new leadership man date in this process is for architects to lead from their invo Iveme nt in the BIM en vir onment. Lead ing from the model can be like ned to leadi ng from the middle in that BIM requires and even enables followership, and servant- and situational-leader

56、ship, as opposed to top-dow n or comma nd-a nd-co ntrol. While leadership historically has bee n top-dow n, working in BIM and on in tegrated teams cha nges that. Leadi ng in BIM and in tegrated desig n is more similar to followership, in which middle man agers lead from within the orga ni zatio n.

57、Thus with BIM, the top-down and bottom-up approachesconverge, where leading from the middle becomes lead ing from the model.BIM AND THE MASTER BUILDER TEAMArchitects who find themselves on in creas in gly large teams must find a way to lead and regai n their voice in the desig n and con struct ion p

58、rocess. If architects lear n how to desig n build ings that are optimized to give own ers, con tractors, and other team members what they n eed of high quality, low cost, sooner, with less waste, while acquiri ng the min dsets, attitudes, and skills n ecessary to collaborate with others the n archit

59、ects will be trusted, n ewly esteemed, and return to their desired leadership role. What is critical is not that we linearly help emerging professi on als move from tech ni cal experts to leaders but to be tech ni cal experts and project, team, and process leaders at the same time. Expertise is cultivated by creati ng the right con diti ons for experts to flourish; people cannot be forced to lear n and grow.Many A/E/C professionals are stressing the role of the team o