Appropriate Organizational Structure

 

Of all the principles of architectural design Bill Kleinsasser expounded upon throughout each iteration of his self-published textbook SYNTHESIS, the notion of organizational structure was perhaps his most impactful design tenet. The idea is a simple one: Synthesizing the many considerations necessary to achieving design objectives relies upon determination of an appropriate organizational structure, and then enrichment and development of that structure. Lacking such a structure, a concept is rudderless, and the design process drifts aimlessly in the absence of a unifying vision.
 
The following passage is from Bill’s 1981 edition of SYNTHESIS. Interestingly, he later chose to replace the term “organizational structure” with “organizational theme.” I much prefer the former label, as “structure” infers the conveyance and framework of a design concept, whereas “theme” implies the message or meaning the concept facilitates. A subtle difference perhaps, but one I believe is substantive.  
 
Appropriate Organizational Structure

Appropriate organizational structure may be defined as the single ordering outline for any construct. In the process of architectural design, it is useful to express it as a diagram.
 
The determination of appropriate organization structure—the single diagram—is an integrative act of great complexity. Much must be considered, many tentative syntheses tried, each synthesis carefully analyzed and evaluated. Appropriate organizational structure cannot be determined simply by acts of personal expression or will. It must be discovered anew for each new project.
 
“Creation is a patient search.” (Le Corbusier)
 
“I have to wait my turn . . . before I know what a building wants to be.” (Louis Kahn)
 
Because appropriate organizational structure is singular (there can only be one at a time), it is the basis for unity in built places; thus, the basis for the clarity and eloquence of those places in regard to their purpose, meaning, and intent.
 
Clarity and eloquence require unity. Unity requires structure.
 
Structure is about organization. Organization must always be new.
 
Appropriate organizational structure, then, is the single outline of arrangement—discovered anew for each design project—that appropriately orders all parts of that project so that it may be unified, eloquent, and complete. Once this outline has been determined, emphasis may shift to its development and enrichment.

This book is about the considerations and actions required—first, to determine appropriate organizational structure, and second, to develop and enrich it. Necessarily, it is also about the processes and study media required in these efforts.

 WK / 1981