Industrial and commercial architects are experienced professionals that handle extremely big and complicated projects that are spread across acres of land. The requirements of handling such big areas and coming up with designs and blueprints that are mathematically accurate as well as creative and innovative is a herculean task. 

It requires a lot of practical knowledge and skills and that’s why you cannot rely on novice architecture firms, no matter their reputation, since handling big projects is very different from handling smaller ones. The safest and most brilliant people are architects like the Stendel + Reich data center architects since this firm has been providing its services for over 3 decades. The professionals they hire are, thus, extremely skilled design magicians with a lot of talent to make wonderful blueprints – some of the most successful projects built on the design that they drew are listed below. 

• Distribution Centers – Provigo Laval in Quebec (built on 350,000 square feet) and Cleyn and Tinker in Saint-Laurent, Quebec (built on 30,000 square feet). 
• Food Processing Factories – Canada Bread Woodstock in New Brunswick (built on 6500 square feet) and Maple Leaf Winnipeg in Alberta (built on 70,000 square feet). 
• High-tech and Pharma Plants – Data Center in Montreal Metropolitan Area, Quebec (built on 109,000 sq.ft.) and Pfizer in Brandon (built on 7000 square feet). 
• Retail Stores – Sportium in Quebec (built on 38,540 square feet) and Loblaws in Ontario (built on 20,000 square feet). 
• Official Buildings – 7101 Ave. Du Parc in Quebec (built on 362,400 square feet) and 4625 Cote Vertu in Saint-Laurent, Quebec (built on 40,000 square feet). 

That said, the primary responsibilities of an architect that you must consider while hiring one are listed below. Do not overlook them. 

1. The architect that you hire should be able to build a design that is spacious. 
2. The architect should be able to get the design approved by the state officials so that you do not have to face any legal restrictions later on after the construction begins. 
3. The architect should provide solid inputs related to the different safety and aesthetic features of the building and the construction cost that you should expect. 
4. The architect should associate with you for a long term (until the project is finished and the building is constructed) so that they are able to monitor and guide the workers for accurate project execution. 

As long as yours is able to offer all the services listed above, the money that you’re investing will be in safe hands. 

Trying to change organisational culture without putting the needs of your people foremost is like trying to grow a new forest without considering the trees: an approach that is doomed to fail.

Consequently, the best strategies for developing organisational culture lie not in only developing leadership but in focusing on the needs of the teams that they lead.

Developments in neuroscience and behavioural psychology in recent years have been effectively combined with the best management theory to improve the performance of teams – and to spread this culture of high performance from the inside out through organisations.

Taking a needs-based approach to improving teamwork is the most effective strategy because it is shaped around the fundamental motivators and drivers of human behaviour: the very mechanics of who we are.

Leadership and Team-Based Approaches

A key problem with making leadership the sole focus of organisational change is that this can lead to a culture of resistance.

When people have change imposed from the ‘outside’ there is an almost innate sense of resistance. Hence, unless team members are included, and are having their needs recognised and met by the process of change, then it’s no surprise when they start digging their heels in. This is the primary reason why attempts at changing culture through a purely ‘top down’ approach fail. People must see the benefit of change and how they fit into the bigger picture, and it must have relevance and meaning to their lives.

The reason that teams are often an afterthought in terms of changing organisational culture is that they are complex. Human interactions are intricate and require an understanding of the reasons why people act the way they do, of how they behave in relationships, what motivates them, and so on. This takes a level of psychology that is beyond most leaders – many don’t really understand their own role within a team and are certainly not equipped to be able to deal with diverse groups of people; it’s no wonder that attempts at change fall on deaf ears.

That’s where frameworks based upon neuroscience and behavioural psychology can help bridge the divide between what management wants and what people need. This is the secret to sustainable change.

Addressing Team Needs

A high performance teaming methodology approaches teamwork and behavioural change from the needs of the individuals within that team.

A highly performing organisation views itself as a collection of highly performing teams with cultures that align; and it sees these teams as a collection of highly performing individuals having their needs met by the team.

Neuroscientific research from the University of California and the University of Queensland has helped to identify the six key social and cognitive needs of individuals within teams:

1. Relatedness – the brain needs to be part of a group that is cohesive, fair and safe.

2. Expression – the brain needs to express emotions if it is to function properly.

3. Leading the pack – the brain needs status to feel as though we are achieving.

4. Interpersonal connection – the brain needs to feel connected with, and genuinely understood, by others.