Abstract
Architecture firms face an increasingly uncertain marketplace. Firm principals and leaders need to increasingly cultivate and develop the talents of firm members if the organization itself is to adapt to changes in building technologies, the activity of other design professions, and changing client tastes and capacities. Divided into five sections, the following article presents a framework for examining this challenge. The first section examines the broader marketplace context that firms face, and the second presents a framework for linking skills to human resource development tools. Arguing that development tools will fail if the firm's culture cannot support them, the third section examines how the ethic of collegiality and an artistic sensibility shape the firm's cultural infrastructure and make it difficult to implement a formal human resource development program. The fourth section presents a model of the firm that can overcome these obstacles, and the fifth summarizes the overall argument.
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