Designing for different generations can be a challenge for architects, as each group has its own preferences, needs, and values. How can you balance the diverse expectations of your clients, users, and stakeholders without compromising your vision and quality? In this article, we will explore some tips and strategies to help you manage design expectations across generations.
The first step to managing design expectations is to understand who you are designing for. Different generations have different lifestyles, behaviors, and aspirations, which affect their needs and preferences for spaces and environments. For example, millennials may value flexibility, sustainability, and connectivity, while baby boomers may prioritize accessibility, comfort, and security. By conducting research, surveys, interviews, and workshops, you can gain insights into your audience's goals, challenges, and preferences, and use them to inform your design decisions.
Knowing your audience most important think. This is important for any level not only professional it is important in personal life as well. Without know your audience you cannot summarise what you are thinking. Based on your audience your content/voice should change.
Gerenciar as expectativas de design entre gera??es requer uma abordagem flexível e inclusiva. Para alcan?ar isso, é essencial compreender as preferências demográficas, criar designs flexíveis que se adaptem a diferentes necessidades e integrar tecnologia de maneira equilibrada. A participa??o ativa de diferentes gera??es no processo de design, comunica??o clara e respeito pela história e tradi??o s?o elementos-chave. Ademais, projetar espa?os intergeracionais que promovam a intera??o e estar disposto a adaptar continuamente o design s?o estratégias cruciais para atender às expectativas variadas de todas as faixas etárias.
There is nothing as an audience in design; it is either a client or patron whose aspirations should be addressed. Basic frameworks of project groundwork and information compilation remain the same and have not changed in methodologies. Getting the first principles right is the key irrespective of the generation you are part of.
The second step to managing design expectations is to communicate clearly and consistently with your clients, users, and stakeholders. Different generations may have different communication styles, preferences, and expectations, which can lead to misunderstandings, confusion, and frustration. For example, some may prefer face-to-face meetings, while others may prefer digital platforms, such as email, video calls, or social media. By establishing a communication plan, using appropriate channels and tools, and providing regular feedback and updates, you can ensure that everyone is on the same page and aligned with your design vision and goals.
Imagine if we never had a written structure for spoken languages then it would be almost impossible to leave behind knowledge for future generations. Just leaving some indelible marks on some medium is insufficient. Those marks must mean exactly the same thing across generations. This has been the reason why fair amount of old inscriptions are indecipherable. A very primitive way of language is "pictographs" -- which is based on visual analogies of the world. This is culturally and temporally dependent. A mark on a cave wall that looks like a bird will not look like that in future. Architecture still uses pictographs(drawings) I've been working in this area for 30+ years, and my software TAD can leave behind cogent data for future use.
Different generations understand English very differently owing to how they were trained and the people they communicated with during their times. Even if they use the same words, what they mean may, at times, be quite different than what you think they mean. Ensuring the words, you use together mean the same thing is always worthwhile. This is especially true on social media as well, as there are several types of English too written that may have different desired interpretations.
The third step to managing design expectations is to involve and engage your clients, users, and stakeholders in the design process. Different generations may have different levels of interest, involvement, and influence in the design outcomes, which can affect their satisfaction and loyalty. For example, some may want to have a say in every detail, while others may trust your expertise and judgment. By creating opportunities for participation, collaboration, and co-creation, you can build trust, rapport, and buy-in with your audience, and incorporate their feedback and input into your design solutions.
The fourth step to managing design expectations is to adapt and innovate your design solutions to meet the diverse and changing needs of different generations. Different generations may have different expectations for the quality, functionality, and aesthetics of the spaces and environments you design, which can challenge your creativity and skills. For example, some may expect traditional and classic styles, while others may expect modern and trendy styles. By using flexible, modular, and customizable design elements, you can create spaces and environments that can accommodate and appeal to multiple generations.
One of the main problems to deal with, especially when it is across generations, is to address what innovation is. Who considers what idea as innovative and why it is such? There is no specific template here but every team and project should have its mandates sorted here. Recognising what is innovation within a diverse people group is also a skill to develop. How do you know what a Boomer has to offer has more value than Gen Z, what is the call to take when the case is the other way around? This is especially true when you have AI as an ideating tool which may not have any significant history up until last year.
The fifth step to managing design expectations is to educate and inspire your clients, users, and stakeholders about the value and benefits of your design solutions. Different generations may have different levels of awareness, knowledge, and appreciation for the design principles, methods, and practices you use, which can affect their perception and evaluation of your design outcomes. For example, some may appreciate the technical and functional aspects of your design, while others may appreciate the emotional and experiential aspects of your design. By using storytelling, visualization, and demonstration techniques, you can communicate the rationale, purpose, and impact of your design solutions, and inspire your audience to embrace and support your design vision.
Who gets to educate another is also the question to address. Previously if you had < experience > it meant you knew more. These days all workflows can be found on the internet in various knowledge bases or there are also very many types of AI bots that can problem-solve.
The sixth step to managing design expectations is to evaluate and improve your design solutions based on the feedback and results from your clients, users, and stakeholders. Different generations may have different criteria, standards, and indicators for measuring the success and quality of the spaces and environments you design, which can affect your reputation and performance. For example, some may focus on the cost, efficiency, and durability of your design, while others may focus on the satisfaction, well-being, and happiness of your design. By using quantitative and qualitative methods, such as surveys, interviews, observations, and analytics, you can assess the strengths, weaknesses, and opportunities of your design solutions, and make adjustments and improvements accordingly.
There is this underlying assumption of a "constancy" when we think about communication. Language structure and evolution are difficult to understand. For e.g. we assume the English alphabets have always been the same for years. No. Similarly, a few years of an incorrect way of talking of architecture ie. BIM -- and people already assume that is the way it is going to be. No. Linguistic concepts have to be accurately developed after a lot of considerations. If all we had were visual analogs of the the built environment, it would be insufficient to leave behind the correct data for future use. This has been the biggest reason why architects have not been able to proceed on many areas: The knowledge has always been deposited inaccurately.