Description
Book SynopsisThe members of 7group and Bill Reed are examples writ large of the kind of leadership that is taking this idea of green building and forming it into reality, by helping change minds, building practice, and design process.
from the Foreword by S. Rick Fedrizzi President, CEO, and Founding Chair, U.S. Green Building Council
A whole-building approach to sustainability
The integrative design process offers a new path to making better green building decisions and addressing complex issues that threaten living systems. In The Integrative Design Guide to Green Building: Redefining the Practice of Sustainability, 7group''s principals and integrative design pioneer Bill Reed introduce design and construction professionals to the concepts of whole building design and whole systems. With integrative thinking that reframes what sustainability means, they provide a how-to guide for architects, designers, engineers, developers, builders, and other professionals on
Trade Review
"The book is an in-depth study of sustainable design practices, but particularly as it relates to new building construction. The book's primary audience is commercial construction consultants. However, their concepts apply to residential design, too." (The Designer, Winter 2009/2010)
Table of Contents
Acknowledgments ix
Foreword xi
Introduction xiii
Chapter 1: Many Minds 1
From Master Builder to the Twenty-first Century: Where We Are and How We Got Here 1
The Master Builder 1
The Siena Duomo 5
The Age of Specialization 8
Stop and Reflect: Our Current Process 9
Siloed Optimization 9
The Abyss between Design and Construction Professionals 10
Doing Less Damage by Adding Technologies 11
The Call Before Us 13
Chapter 2: Building as an Organism 15
A Shift in Thinking: No Part or System in Isolation 15
Buildings as Organisms 23
Tunneling through the Cost Barrier 24
Lessons Learned from High-Performance Windows 25
Project Teams as Organisms 29
Fostering an Interdisciplinary Process: “A Deer in the Headlights” 31
A Team of Colearners and the Learning Wheel 34
The Composite Master Builder 39
Chapter 3: Reframing Sustainability 41
What Is Sustainability? 41
The Trajectory of Sustainability Practice 44
The Technical Story of the Willow School 47
A More Compelling and Vital Story of Place 47
Re-Membering Our Role in Nature 48
Reciprocal Relationships within the Larger System 51
The Role of the Mental Model: From Products to a New Mind-set 52
Nested Subsystems 54
Solving for Pattern 58
Chapter 4: Aligning Values, Purpose, and Process 61
Introduction to the Discovery Phase X 61
The Four Es 62
Questioning Assumptions 63
Creating Alignment 64
Aligning the Team 64
Aligning with the Client 66
Fostering an Iterative Process 68
Integrating Intentions with Purpose 68
The Four Key Subsystems 70
Aligning Dollars and Resources 80
The “Touchstones” Exercise 82
Aligning with Values 87
Redefining Success 98
Chapter 5: The Discovery Phase 99
This Is Not a Cookbook 99
Here’s Where We Are 101
Stop and Reflect 101
What’s Working? 102
What’s Not Working? 102
How Can We Do (and Think about) This Differently? 103
Integrative Process Overview 103
Three-part Structure 107
Part A: Discovery 108
Part B: Design and Construction 108
Part C: Occupancy, Operations, and Performance Feedback 108
Part A: Discovery 109
Stage A.1—Research and Analysis: Preparation 110
Stage A.2—Workshop No. 1: Alignment of Purpose and Goal-Setting 127
Stage A.3—Research and Analysis: Evaluating Possible Strategies 145
Stage A.4—Workshop No. 2: Conceptual Design Exploration 157
Stage A.5—Research and Analysis: Testing Conceptual Design Ideas 168
Chapter 6: Schematic Design 197
Entering Part B—Design and Construction 197
Here’s Where We Are 202
Stop and Reflect 203
What’s Working? 203
What’s Not Working? 203
How Can We Do (and Think about) This Differently? 205
Questioning Assumptions 205
Engaging an Interdisciplinary Process 206
Creating Alignment 209
Mental Model Shift 214
Life Cycle Assessment (LCA) Tools and Environmental Benefits 214
Energy-Modeling Tools and Costs Benefits 218
Revisiting Nested Subsystems 219
Part B: Design and Construction 220
Stage B.1—Workshop No. 3: Schematic Design Kickoff—Bringing It All Together (without committing to building form) 221
Stage B.2—Research and Analysis: Schematic Design—Bringing It All Together (and now committing to building form) 237
Chapter 7: Design Development and Documentation 259
Here’s Where We Are 260
Stop and Reflect 262
What’s Working? 262
What’s Not Working? 258
How Can We Do (and Think about) This Differently? 263
Stage B.3—Workshop No. 4: Design Development Kickoff—It Is Brought Together; Does It Work? 267
Stage B.4—Research and Analysis: Design Development—Optimization 278
Stage B.5—Workshop No. 5: Construction Documents Kickoff—Perfomance Verification and Quality Control 299
Stage B.6—Construction Documents—No More Designing 304
Chapter 8: Construction, Operations, and Feedback 309
The Evolving Commissioning Process 310
Learning From Feedback 312
Here’s Where We Are 314
Stop and Reflect 315
What’s Working? 315
What’s Not Working? 316
How Can We Do (and Think about) This Differently? 322
Stage B.7—Bidding and Construction—Aligning with the Builder: Becoming a Team 330
Part C—Occupancy, Operations, and Performance Feedback 346
Stage C.1—Occupancy: Feedback from All Systems 347
The Call for Performance Feedback 347
Epilogue—Evolving the Field 375
A Transformational Process 376
Shifting the Paradigm 377
The Fifth System 385
Index 387
