Are we setting the impulses or are we oversleeping them again?

Building design

The editorial team asked Herbert Dreiseitl: How can the profession position itself more strongly in the public eye on the subject of climate change? Here is his answer. When I stepped outside our newly established office in Boston, USA earlier this year, the seawater was half a meter above the waterfront. But not only that: it was so cold, […]

The editorial team asked Herbert Dreiseitl: How can the profession position itself more strongly in the public eye on the subject of climate change? Here is his answer.

When I stepped outside our newly established office in Boston, USA, earlier this year, the seawater was half a meter above the shoreline. But that’s not all: it was so cold that stalled cars froze in the seawater. These pictures went around the world and the President of the USA tweeted polemically “Now we could use global warming”. Unfortunately, the heat became too much over the course of the year – new heat records, fires and droughts were reported in the press this time. And not just in California, but also here in Germany. Anyone who thinks these weather extremes were a one-off event is ignoring all the observations and research findings. But what are the areas of action for landscape architecture and how do we use them?

For four decades now, I have been working with international colleagues on sustainable and resilient urban landscape architecture. Water is the central key to all questions of climate compensation. Both on a supra-regional scale and in seemingly negligible small details. In our profession, we know how green and blue-green infrastructure works. And we know that it is necessary to integrate this very early on through multifunctional coordination processes in cities and in landscaping.

Is the green sector asleep?

Unfortunately, the reality is different. Especially now that the economy is running at full speed and the construction sector is booming – in housing construction, trade and in mobility and energy supply infrastructures – many opportunities to stabilize the water balance and introduce vegetation in new forms are being forgotten, wasted and not used. Is the green sector once again incompetent, too quiet, too late, too sleepy, despite a few active players? It is shameful when the topic is increasingly taken up by other professional groups such as civil engineers, structural architects, urban planners, sociologists or doctors and representatives from science, politics and the “gray professions” tend to speak out in public debates.

We would have the best arguments for change.

Landscape architects, ecologists and designers of green spaces would have the best arguments. If, yes, if, they emphasized the value gains and capital formation of more resilient and ecologically sustainable measures. It is about seeing an opportunity in the challenge. An opportunity for social gain. Hardly anyone knows that we can also promote people’s health, encourage more exercise and help prevent burnout and depression through measures such as forest bathing and biophilia effects. As landscape architects, however, we know this. If we communicated the regenerative added value of green projects better, we would be heard more and have a greater impact. This also applies to cost comparisons. Because costs will rise dramatically if we don’t act now.

We have to show our colors. That means speaking out publicly, but also being better positioned professionally and setting well-built examples that create trust and encourage people. This also includes training the next generations in creative adaptation to climate change and improving cooperation with other specialist disciplines. Ultimately, instead of bureaucracy and the administration of standards, the aim is to involve citizens and promote common sense again.

You can find more opinions on the topic of climate adaptation in landscape architecture in the January 2018 issue of G+L.

POTREBBE INTERESSARTI ANCHE

Strength lies in tranquillity

Building design
when it comes to

when it comes to

Small businesses in particular can quickly get stuck in their own organization and fail to meet their own or their customers’ expectations. Acting proactively, delegating effectively and taking an honest stock of how you manage your own time can help you overcome these challenges. Working around the clock for customers and the company feels like part of being an entrepreneur for many […]

Small businesses in particular can quickly get stuck in their own organization and fail to meet their own or their customers’ expectations. Acting proactively, delegating effectively and taking an honest stock of how you manage your own time can help you to overcome these challenges.

Working around the clock for customers and the company – for many, this is part of being an entrepreneur. Especially as customers today expect a completely different level of service. Katja Hobler, Natursteine Glöckner, puts it in a nutshell: “The expectation today is Amazon.” The list of operational requirements is long. Small businesses in particular are often stuck in their own organization when it comes to meeting current customer needs. A lack of employee involvement, unclear or outdated processes and structures are the main reasons for owners being overworked, for dissatisfaction within the team or a lack of focus on the customer. “I really need to change something urgently, but I don’t have the resources.”

If this thought often plagues you, you should pull the ripcord. At least that’s what organizational expert Cordula Nussbaum recommends to avoid becoming a slave in your own company. Companies have to renegotiate who does what, for what and why when they themselves or the market changes. The rules and processes of cooperation often no longer match the quantity, scope or type of orders. Customer requirements also change.

New business areas are added, employees go on vacation or are ill, not to mention their own demands for relaxation. Added to this is the generational change, which is far from being satisfactorily resolved everywhere. The potential for growth, customer orientation and personal freedom comes from within and cannot be bought in. When bosses are irreplaceable and hardly have a moment’s peace even when on vacation, it often has a lot to do with themselves.

Experienced managers know the value of having the freedom to think about the future and allow innovations to mature. Glöckner Natursteine is a prime example of what future-oriented company management in the trade sector can look like and how the management team can remain relaxed. We spoke to Katja Hobler, who runs the company together with her husband Markus Glöckner, about their award-winning approach to sustainable resource and time management.

One art that not everyone has mastered is the art of delegation. Many people find it difficult to delegate certain tasks to others. However, if too many decisions are made and driven by a single person, the hamster wheel is inevitable. Management legend Stephen R. Covey (“The 7 Ways to Be Effective”) writes: “Delegating effectively to others is probably the activity that will have the most impact on your personal and professional success. It pays off when you delegate responsibility to other well-trained and capable people. Delegating means growing. This applies not only to every person, but also to all organizations.”

Those who are good at delegating always make the success of their work a joint effort. Delegation distinguishes managers from doers. If customers only want to talk to the boss and vice versa, they are talking to a successful doer. If there are numerous competent contacts in the company for customer projects, the company is being managed successfully. Delegation is often limited to delegating partial steps. However, the faster companies have to react and the more complex and uncertain the information situation is, the more important it becomes to spread not only the work but also the responsibility over several shoulders. Natursteine Glöckner also involves the entire team closely in the company’s decision-making processes. An approach that takes a lot of pressure off the management, as Katja Hobler confirms in an interview with STEIN.

Read more in STEIN 2/2020.

Door system with sophisticated design

Building design

The new Schüco door system “AD UP” (Aluminum Door Universal Platform) combines the values of an aluminum door with stability, thermal insulation and tightness in one system.

The new Schüco door system “AD UP” (Aluminum Door Universal Platform) combines the values of an aluminum door with stability, thermal insulation and tightness in one system.

The special design principle with a 5-chamber profile structure also offers the technical requirements for an intelligent door system. The profile structure without foams supports concealed cable routing and enables the technology to be integrated with a perfect fit. With leaf-covering door panels (single or double-sided top panels), concealed door hinges and various sash variants, the system also offers visual design freedom. AD UP is available in core construction depths of 75 and 90 mm.

More information about the Schüco door system