外文文献及翻译超越边界的BIM

外文文献：
BIM Beyond Boundaries
September 10, 2012 - by Randy Deutsch
Abstract: Opting for depth over breadth of expertise is a false choice that will lead individuals, organizations, the profession, and industry in the wrong direction.
Keywords: BIM, expertise, anti-learning, master builder
Several forces are converging to create an unprecedented and timely opportunity for organizations that have embraced building information modeling (BIM). These forces —including the rise of the expert, the growing complexity and speed of projects, and BIM's increasing recognition as an enabler, catalyst, and facilitator of team collaboration —also present significant challenges that can be overcome with the right approach and mindset.
At one time, being an expert meant knowing more than one,s competitors in a particular field. Firms that reinforced their expert culture hoarded information, which resulted in silos of expertise. Today, many firms are looking to hire people perceived as building and software technology experts, shortsightedly addressing today,s needs at the expense of tomorrow,s. While architects have always been trees with many branches, our current economic climate has discouraged them from being anything but palm trees: all trunk, no branches.
And yet things change so quickly that those who went to bed experts are unlikely to wake up experts in the morning. Due to the speed and complexity of projects, we do not have time to acquire knowledge the old way — slowly, over time, through traditional means. Even when we supplement our book learning with conferences, webinars, and continuing education, it is impossible to keep up with the flow of new information in our industry.
Expertise today is a much more social, fluid, and iterative process than it used to be. Being an expert is no longer about telling people what you know so much as understanding what questions to ask, who to ask, and applying knowledge flexibly and contextually to the specific situation at hand. Expertise has often been associated with teaching and mentoring. Today it's more concerned with learning than knowing: less to do with continuing education and more with practicing and engaging in continuous education.
Social media presents the would-be expert with both opportunities and challenges. Working with the understanding that somebody somewhere has already done what you are trying to do, design professionals, like agile technology experts, can find what they,re looking for by tapping into their networks and aggregating the responses. Conversely, due to the rise of social media, virtually all anyone has to do today to be considered a technology expert is to call themselves one. Because social networks allow people to proclaim themselves experts, it can be hard to know who to turn to, resulting in the rise of otherwise unnecessary certifications.
An expert today is someone whose network, community, or team deems him or her so. Such acknowledgment from one,s community can be considered a form of social certification. To grow one,s professional reputation, expertise in BIM counter-intuitively requires unlearning, detachment, collaboration, and developing both deep skills and broad interests.
BIM EXPERTISE REQUIRES UNLEARNING
As we grow in our careers, we tend to focus more on people issues and less on technology. We also tend to cooperate conditionally, responding to the behavior of others. This has huge implications for design and construction professionals who might be naturally collaborative 一through sharing knowledge, learning, mentoring, and teaching — but are otherwise conditioned and tempered by the culture of the firm where they work.
Working in BIM provides an unprecedented opportunity to learn: how buildings go together, how projects are scheduled, cost implications of decisions, and impact on the environment. At the same time, there is a great deal we still need to unlearn with BIM. We can start by asking some questions: Which aspects of the traditional design process change with BIM and which stay the same? What knowledge, methods and strategies must be abandoned due to BIM and what is critical to keep? And perhaps most important: What, while learning to work in BIM, needs to be unlearned?
While unlearning habits we picked up working in CAD would seem like a good place to start, there,s also a great deal we need to unlearn in order to return to our original sharing attitude and cooperative ways. These include bad habits we,ve acquired since we left the cocoon of school and embarked on the hard knocks of a career in architecture and construction, where we may have learned to be mistrustful, skeptical, competitive, secretive, and working independently in silos. In doing so, we've unlearned many of the critical natural habits, attitudes, and mindsets necessary to work effectively and collaboratively on integrated teams.
BIM EXPERTISE REQUIRES DETACHMENT
From Japanese martial arts there,s the concept of shuhari: First learn, then detach, and finally transcend. As consultant Ian Rusk has explained, shu, ha, and ri are considered three phases of knowledge that one passes through in the study of an art. They can be described as the phases of traditional knowledge, breaking with tradition, and transcending it.
Working in BIM, we need to address all three steps to meet our goals. Of the steps, the second (detachment, or breaking with tradition) is the most important. Detachment requires that we remain flexible and agile while learning, not holding on tightly to our ideas, agendas, or prejudices, so that we can move beyond them.
BIM EXPERTISE REQUIRES COLLABORATION
While we as an industry have now lived with BIM for more than two decades, most firms have acquired and implemented the technology primarily as a visualization and coordination tool in the
past several years. We appear to have reached a standst ill in the software,s use, with many firm leaders wondering how to make the leap to more advanced uses. Further mastery of the application through traditional means won,t help us get there. If we are to achieve our personal, organizational, professional, and industry-wide goals of fully participating in public, community, creative, and economic life, something more needs to happen.
Achieving higher levels of BIM use 一including analysis, computation, and fabrication 一requires skills and a mindset that allow us to work productively and effectively in a collaborative setting. Working with BIM enables but doesn,t necessarily lead to collaboration. We each have to decide whether or not to look beyond BIM as a tool and embrace it as a process. When recognized as a process, BIM can be a powerful catalyst and facilitator of team collaboration.
BIM EXPERTISE REQUIRES DEPTH AND BREADTH
It would be a mistake to assume that expertise in BIM as a technology alone will lead to greater leadership opportunities on integrated teams. In this capacity, BIM requires attention to acquiring skills that, while easy to attain, can be overlooked if we focus primarily on the software tools.
With BIM, technical expertise should not be considered more important than increasing one,s social intelligence, empathy, or the ability to relate well with others. Additionally, the conventional window for achieving technological expertise is too long. Better that one achieves a high level of BIM competency motivated by passion and curiosity. Having competency in one subject doesn,t preclude you
from addressing others. In fact, it can be a determinant for doing so.
Being versatile flies in the face of current thinking that to succeed we should bolster our strengths over our weaknesses. The answer to Should I be a specialist or generalist? is yes. There must be people who can see the details as well as those who can see the big picture. One gift of the design professional is the rare (and underappreciated) ability to do both simultaneously. As with any hybrid 一generalizing specialist or specializing generalist 一one,s strength provides the confidence to contribute openly from many vantage points and perspectives.
It is critical for “T-shaped” experts to reach out and make connections (the hor izonta l arm of the T) in all the areas they know little or nothing about from their base of technical competence (the vertical arm of the T). T-shaped experts have confidence because of their assurance that they know or do one thing well. Their confidence allows them to see as others see by means of 一not through —what they know. Their expertise doesn,t color their perception so much as provide a home base to venture from and return to with some assurance that they,ll maintain their bearings when venturing out across the table.
Broad-minded design professionals often find themselves in the role of “anti-experts,” approaching challenges from the perspective of the outsider. To this Paula Scher of Pentagram said, “When I,m totally unqualified for a job, that,s when I do my best work.” Once we balance, own, and ultimately realize our expert and anti-expert selves, we (as a community, profession, and industry) will do our best work.
WHAT DO WE DO NOW?
Firms want to know how to optimize their work processes to become more efficient at what they do best, to remain competitive by leveraging the competitive advantage of BIM and integrated design. One of the ironies facing the industry is that in order to master BIM, don't learn more BIM. Instead, do other things.
What will bring about greater efficiencies and effectiveness, increase productivity and deliver value, is not additional technology knowledge but our ability to communicate, relate, work together, think like one another, have empathy, understand, and listen. If design professionals want to lead they will do so not by increasing their depth but by benefit of broader capabilities involving their reach.
What do we do now? Go wide and deep. Go against common wisdom and fortify your soft skills, your
reach and wingspan. To master BIM you have to transcend BIM.
We need to develop both sides of ourselves in order to move beyond our own and others, biases and anticipate consequences for courses of action before they are acted upon. We need to develop the ability to put the project first, navigate iRooms and packed conference tables to get our ideas and points across, be able to read people for overt and subliminal responses, have the confidence to ask questions without feeling threatened and be asked questions without becoming defensive. It is as though we have placed so much emphasis on the bricks we,ve forgotten the mortar that allows us to communicate genuinely, to relate well with one another and integrate.
Having to choose between depth and breadth is a false choice that heads our profession and industry in the wrong direction. Rather than focusing on one over the other, we need to develop simultaneously vertical deep skills and horizontal soft skills, to work on our strengths and weaknesses, to be expert and anti-expert, specialist and generalist, to design from evidence and from intuition, to be task- and people-oriented, to have mastery over one thing and be a jack-of-all-trades.
As one blog commenter recently asserted, “In order to practice architecture well, you nee d to understand a lot of things that aren,t architecture.” BIM technology experts know one thing. To flourish and persevere, we need to know and do many things.
Often overlooked in mutual mentoring of computer technology and building technology by senior and junior staff are basic people skills: listening, questioning, negotiating, collaborating, communicating. The concern is that the emerging design professional 一adept at BIM tools while learning how buildings come together - won,t learn the necessary communication and people management skills to negotiate a table full of teammates on an integrated team. These skills need to be nurtured, mentored, and acquired as assuredly as computer and building technology skills. These skills require the same amount of deliberate practice and feedback as the mastery of technology skills. Developing complementary, collaborative skills is as critical as becoming competent with the technology. As Ernest Boyer anticipated, “The future belongs to the integrators.” And th at future has arrived.
Succeeding in practice today is a both/and, not an either/or, proposition. Design professionals must be both BIM technologist and building technologist. Those who accept this model will lead, persevere, and flourish in our new economy.
Last year in Design Intelligence, Stephen Fiskum wrote, “One thing is certain: The solution to the current malaise in our profession is not for us to go broader but to go deeper” (“Preparing for
a New Practice Paradigm,” January/February 2010). This is a new world: By going wider and deeper we provide owners and our organizations with the most value and increased productivity. Working effectively and collaboratively in BIM will help us transcend our current state, bridge the gap, and cross over to more advanced uses.
THE MULTIDISCIPLINARY MINDSET
It is not just that the integrated team is now multidisciplinary, but we each must become multidisciplinary. Doing so requires a multidisciplinary mindset. This entails empathy, a genuine appreciation for others, ideas, seeing from many perspectives, and anticipating possible consequences to any course of action. An industry representative recently stated in a public forum, “I don,t want the architect to think like a structural engineer. I need for him to think li ke an architect!” To leverage our technology tools and work processes, being an architect today means that we think like a structural engineer as well as a contractor and owner. Doing so doesn,t take away from architects, role but increases their credibility by making them more effective and influential at what they do well.
Working in BIM 一inward focused, object-oriented, filling-in dialog boxes 一discourages this mindset. It is a mistake to think that those who work in BIM are technicians and that a firm principal or senior designer who sees the big picture will mediate between the model and the world in which the model operates. Leaders must see to it that their teams look outward, keeping an eye on the model while seeing the horizon.
THE TECHNOLOGY/SOCIAL CONTINUUM
Working in CAD, there are those who focus on drafting and those more adept at communication, negotiation, and persuasion. With BIM, technical understanding and people know-how must exist in each and every design professional.
The majority of BIM-related literature has been focused on the technology, not on the people who use it. People issues and attitudes are the main impediment to the collaborative work processes enabled by the technology. Human issues, issues of communication and collaboration, firm culture, motivation, and workflow — all exacerbated by the advent of BIM into the workplace — are an even greater challenge than the admittedly considerable software application and technical problems associated with BIM,s use.
LEADING FROM THE MODEL
Working in CAD, a senior team member would redline an emerging employee,s work. Leadership was decidedly top-down: Someone senior designed or detailed, and someone less senior drew it up. The problem
was that the senior team member never knew whether the emerging employee understood what was being drawn.
Working in BIM provides a completely different work flow — one we have yet to leverage fully. Because those on the front lines are not only the first to discover clashes and inconsistencies but also to visualize what something looks like and how it might function, BIM allows our emerging talent to lead the process — to learn on the job while recognizing their power from their privileged position of the first look in the model.
The new leadership mandate in this process is for architects to lead from their involvement in the BIM environment. Leading from the model can be likened to leading from the middle in that BIM requires and even enables followership, and servant- and situational-leadership, as opposed to top-down or command-and-control. While leadership historically has been top-down, working in BIM and on integrated teams changes that. Leading in BIM and integrated design is more similar to followership, in which middle managers lead from within the organization. Thus with BIM, the top-down and bottom-up approaches converge, where leading from the middle becomes leading from the model.
BIM AND THE MASTER BUILDER TEAM
Architects who find themselves on increasingly large teams must find a way to lead and regain their voice in the design and construction process. If architects learn how to design buildings that are optimized to give owners, contractors, and other team members what they need 一of high quality, low cost, sooner, with less waste, while acquiring the mindsets, attitudes, and skills necessary to collaborate with others —then architects will be trusted, newly esteemed, and return to their desired leadership role. What is critical is not that we linearly help emerging professionals move from technical experts to leaders but to be technical experts and project, team, and process leaders at the same time. Expertise is cultivated by creating the right conditions for experts to flourish; people cannot be forced to learn and grow.
Many A/E/C professionals are stressing the role of the team over the role of any one individual mastering any one subject or technology in advancing practice. The general consensus is that appointing any one individual as master of the project is largely irrelevant. Instead, the architect who works in BIM serves as master facilitator or strategic orchestrator on integrated teams. By working with as well as through others, we get the most out of fellow teammates.
The concept of the composite master builder is the brainchild of visionary environmentalist Bill
Reed. The term recasts the historical single master builder (or virtual master builder) as a diverse group of professionals working together toward a common end: the master builder team. The intention is to bring all specialists together, allowing them to function as if they were one mind. A better prescription for what ails our industry would be hard to find.
中文译文:
超越边界的BIM
2012年9月10,兰迪•多伊奇
摘要：在BIM应用中，对于专业的深度要求超过了广度是一个错误的选择，这将使个人、组织，以及这个职业和整个产业走向错误的方向。

关键词：BIM、专家、反学习、建造大师团队
几种不同力量的汇聚，给那些应用BIM技术的机构创造了前所未有的机会。

这些力量包括专家力量的崛起、项目的复杂性和完成速度不断提高，以及在团队工作中BIM越来越受到重视的媒介和协助作用，它们代表了一些我们面临的主要挑战，而这些挑战都可以通过正确的工作方法和思维方式得以战胜。

曾经，专家意味着在特定领域比自己的竞争对手知道的东西多一些。

企业会不断增强专家文化、储存知识，形成专业能力方面的储备。

而今天，许多公司在就业市场上寻找的是所谓建筑及软件技术专家，目光短浅地以牺牲明天为代价，强调眼下的需求。

建筑师这个职业从来就是一个分支繁多的大树，而我们现在的经济环境使得建筑师职业成为了一棵棕榈树：只有树干，没有枝杈。

主题报道
一切变化都发生得太快，曾经的专家们一夜之间就发现自己已经落伍。

由于项目的高速度和复杂性，我们没法再按照过去的方法学习知识一一缓慢的、长时间的、通过传统方法去学习。

即使我们通过会议、网络和继续教育补充书本知识的不足，也无法追上整个产业新信息浪潮的步伐。

和以前相比，今天的专业技能是更为社会化、流动性和重复性的过程。

专家的工作不再是告诉别人你所知的东西，而是要知道问什么样的问题、向谁提问，以及如何在特定情况下，灵活适宜地运用手头所掌握的知识。

专业技能经常被与教育和指导关联起来，而今天它更多是关于学习和理解：不再是关于参加一次继续教育，而更为注重实践和持续不断的学习。

社会媒体为未来的专家同时提供了机会和挑战。

知道有某人在某地曾经完成过你现在正在做的事情，设计人员和技术专家一样，可以通过搜寻网络和汇总答案找到他们所寻找的东西。

相反，也是由于社会媒体的兴起，实际上所有那些在做技术专家该做的事情的人，都可以称呼自己为专家。

因为社会网络允许人们自称专家，人们很难知道该去哪里找到专家，其结果是毫无必要的证明文件成为流行。

今天的专家是这样一个人，他的网络、社团或团队认为他是一个专家。

这样的来自一个社团的认同，被认为是一种社会证明。

和我们的直觉相反，为了增加职业声誉，BIM领域的专家技能需要的是反学习、超越和合作，同时发展深度技术和广阔兴趣。

BIM专家需要反学习
随着在职业生涯中成长，我们越来越倾向于聚焦于人而不是技术。

同时我们也开始更多的合作，与他人的行为呼应。

这对于设计和建筑职业有巨大的启示作用，因为通过分享知识、学习、指导和教学来合作是其天然特点，否则这些合作就会为公司文化所局限。

使用BIM工作为学习提供了前所未有的机会：建筑如何构筑，项目如何安排，决策产生的费用，以及对环境的影响。

同时，对于BIM很多的方面还需要我们进行“反学习”（忘记一些以前学到的东西）。

我们可以从问一些问题开始：传统设计过程在BIM时代发生了哪些变化？哪些被继承？由于BIM的出现，哪些知识、方法和策略必须抛弃？哪些必须要坚持？也许最重要的一个问题是：在学习用BIM工作的时候，哪些东西需要被“反学习”？
在适应CAD工作中形成的“反学习”习惯是一个很好的起点，有许多需要“反学习” 的地方，以使我们回到最初的分享态度和合作方式。

其中包括那些我们从离开校园开始职业生涯之后，慢慢养成的坏习惯，我们学会了不信任、怀疑、竞争、保密以及独自工作。

在这个过程中，我们“反学习” 了很多重要的自然习惯、态度和思维方式，而这些对于有效地在一个团队中开展合作是必需的。

BIM需要超越
从日本武术中，我们学到了“习破离”的概念：首先去学习，然后打破之，最终超越之。

Ian Rusk曾经解释到，习、破和离是一个人学习艺术过程中三个重要的知识阶段，它们可以被描述为学习传统知识，打破传统和超越传统这三个阶段。

使用BIM工作，我们需要强调这三个阶段以达成目标。

其中第二个阶段（破）是最为重要的。

“破”需要我们在学习中保持灵活，不要固守观念、计划和偏见，从而可以超越它们。

BIM需要合作
虽然在产业中BIM已经有超过20年的历史了，但是在过去这些年里，大多数企业都是将其主要作为一个视觉化和协作化工具来使用。

看起来，我们似乎进入了一个软件使用的僵局，许多企业领导在琢磨如何向更为高端的应用跨越。

传统工作方式给BIM应用带来的神秘感并不能帮助我们。

如果我们要在公共的、社区的、创意的和经济生活的全面参与中，达成个人的、机构的、职业的和产业范围的目标，那么我们需要更多的努力。

获得更为高端的BIM 应用一一包括分析、计算和建构一一需要使我们能够在合作氛围中富有成果和效率工作的技
巧和理念。

使用BIM使我们可以协作工作，但这并非必然结果。

我们每个人都必须决定是将BIM作为一个工具，还是作为一个流程来对待。

BIM如果被看作是一个工作流程，可以成为团队合作有力的媒介和载体。

BIM需要深度和广度
如果认为BIM中所蕴含的技术就足以带给整合团队更为宽广的领导机会那就错了。

在这方面，BIM需要获得更多的注意，以获得那些在过于聚焦软件工具作用时，容易忽略掉的技巧。

使用BIM时，技术性专业技能不应该比增强个人的社会智力、情商和与他人很好协作的能力更为重要。

此外，现有的获得专业技术能力的过程太漫长，能够获得很强的BIM竞争力的人最好为激情和好奇心所驱动。

具备某一方面的专业技能并不意味着排斥其他技能，事实上，反而是学习其他东西是否成功的一个决定性因素。

多才多艺是这个时代的特点，为了成功我们必须增强力量战胜弱点。

对于“我是也必须应该成为专家还是杂家”这个问题，答案是必须有人关注细节，也必须有人注意整个画面。

而设计职业的一个天赋就是一种同时兼顾两者的罕有能力。

对于任何混合型人才来说——不管是全面化的专家还是专门化的杂家，一个人的能力给他提供了开放地从多个不同视点和方面解决问题的信心。

对于T型专家来说，重要的是在其技术能力（T字下面的那一竖）的基础上，在所有他们所知甚少的领域寻找帮助建立联系（T字上水平的一横）。

T型专家之所以有信心，是因为他们了解知晓某一方面的事情。

他们的信心使得他们能够通过已有的知识观察事物。

他们的专业技能并没有妨碍他们的视野，而是为他们提供了一个出发和回归的基地，使他们在尝试横跨各领域的时候保有基本的支撑。

头脑开阔的设计专家常常发现自己处于一种“反专家”的立场，采用局外人的视角来迎接挑战。

对于这种情况，Paula Scher说道，“当我彻底不胜任某项工作的时候，也是我能够最好地完成工作的时候”。

当我们平衡并最终意识到自己同时具备的专家和非专家身份的时候，我们（作为一个团体、职业或者产业）就会做出最佳的工作。

我们现在该怎么办？
所有的公司都想知道如何优化它们的工作流程，以在自己最擅长的领域获得更高的工作效率，通过采用BIM和整体设计的功能保有竞争力。

但是，整个产业都面对的一个悖论是：
为了更好地应用BIM,不要再去学习更多的关于BIM的知识。

相反，去做其他的事情吧。

能够带来更高的效率和作用、提升产能，带来效益的不是额外的技术知识，而是我们交流、联系、协同工作，像一个人那样思考，能够换位思维、理解和倾听的能力。

如果设计师想要发挥主导作用，这不能通过增加知识的深度实现，而只能扩大视野，使自己具备更为广泛的能力。

我们现在怎么办？走向更广和更深。

挑战常识性思维，提升自己的软技能、视野和翼展。

为了掌握BIM，你必须超越BIM。

我们必须同时发展两个方面的自我，从而超越自己和他人的偏见，在开始行动之前预见其效果。

我们需要发展先将项目放在一边，浏览和穿梭于虚拟和现实会议室中间，从会议桌上传播想法和视点的能力；要能够从人们明显或者暧昧的回应中读出需要的东西；具备信心去发问，而不感到惧怕或被提问，不会竭力为自己辩护。

看起来我们已经强调了过多的砖块，但是不要忘记了将砖块黏合在一起的砂浆一一真诚的交流，与他人发生联系并整合。

在深度和广度之间选择是一个虚设的命题，将我们的职业和产业带向了错误的方向。

我们不是要更多地聚焦于中的某一个，而是需要同时发展垂直的深度技能和水平的软技能，同时利用我们的强项和弱点工作，同时成为专家和反专家、专家和杂家，同时利用数据和直觉设计，既以任务也以人为先导，在某一事物上保持深度而在另一事物上是一个杂而不精的三脚猫。

如一个博客评论员最近所宣称，“为了更好地实践建筑，你需要了解大量和建筑无关的事情”。

BIM技术专家已经掌握了一件事情，但是为了发展和坚持，我们需要认识更多的事情。

在计算机和建筑技术中相互指导的过程中，常常被资深和年轻工作人员所忽略的是一些最基本的技能：倾听、发问、沟通、合作和交流。

问题在于，那些新型的设计从业者，他们在精于BIM技术的同时学习建筑是如何形成，但是他们没法学到必需的交流和管理技能，从而难以在一个整合团队中与满桌不同专业的团员进行沟通。

这些技能需要培养和引导，就如同获得计算机或建筑技术知识的过程一样。

它们和其他专业技能的掌握一样，需要专门的实践和反馈。

发展互补性的、协作性的技能和拥有技术能力一样重要。

如同Ernest Boyer所期望，“未来属于整合者”。

而未来已经到来。

在今天的实践中成功需要的是一个两者兼备的，而不是二取其一的问题。

设计专业人员必须同时是BIM专家也是建筑技术专家。

那些能够接受这个模式的人将会在我们的新经济中引领、持续并成功。

这是一个新世界：通过走向更广更深，我们为自己提供了最有价值和更强的生产力。

在BIM中更有效更协作的工作，将帮助我们超越现在的状态，缝合差距，跨越到更为高深的应用领域。

多专业的思维方式
仅仅有一个整合型团队并不就代表多专业性，我们每一个人都必须变得多专业才行。

要这么做，必须具有一个多专业的思维方式。

这）18主题报道要求换位思考，一种对其他人思想真正地理解和欣赏，从许多不同的角度看问题，应对任何行动过程的可能结果。

一个业界代表在一个公开论坛上说到，“我不需要建筑师像一个结构工程师那样去思考。

我需要他像一个建筑师一样思考。

”为了平衡我们的技术工具和工作流程，现在作为一个建筑师就意味着要像一个结构工程师那样思考，也要像承建商和业主那样思考。

这样做并不意味建筑师角色的取消，而是通过使建筑师更有效率和影响力地从事他们的工作，更加具有公信力。

在BIM中工作一一内向聚焦、面对对象、填写对话框一一会阻碍这种思维方式的发展。

把用BIM工作的人想象成技术员是错误的，一个能够看到更广阔画面的公司领导者或者资深设计师会调和模型与模型在其中工作的世界。

领导者必须保证他的团队看向远方，关注模型的同时，看到整个地平线。

技术与社会延续性
用CAD工作，有些人关注画图，另外一些人更善于交流、协商和劝说。

在BIM中，对技术和人的理解必须在每一个设计专业中存在。

大量与BIM相关的文献都一度聚焦于技术，而不是使用技术的人。

人的问题和态度会阻碍技术所带来的协作过程。

交流与协作问题、公司文化、驱动力、工作流程等人的问题都随着BIM进入设计室而变得更加重要起来，同时，也都是比已知的随着BIM的使用出现的软件学习和技术难题更为重大的挑战。

以模型为统率
在使用CAD工作时，一个资深团队成员会订正一个新成员的工作。

领导能力是自上而下决定的：资历深者设计和部署，资历浅者将其画成图纸。

问题是，资深者永远不知道新员工是否理解了他/她所画的图纸。

使用BIM工作提供了一个完全不同的工作流程一一我们必须充分地利用这一点。

因为第一线工作的人往往不仅是最早发现冲突和不一致之处的人，而且也是最早将设计视觉化并看到它如何工作的人。

因此，BIM使得那些新员工中的有天赋者成为工作过程的主导一。