There isn’t a hierarchy with any of this, she says, mentioning the term ‘modular’ construction.
It’s a sentiment echoed in a myriad of small and large ways by other staff members, each of whom strive daily to deliver outstanding patient care within this uniquely beautiful, efficient and mindfully designed space.. Circle, whose ethos encompases excellent patient care, best management ideas.and a culture of partnership, are the official supplier for British Rowing and were named Private Hospital Group of the Year by LaingBuisson in 2015.
Still, at first glance, you’d be forgiven for not immediately recognising the building’s function as a state-of-the-art medical facility.This is a hospital which, according to Bookings Team Leader Adam Chivers, patients often comment, ‘looks like a five star hotel.’.With its distinctive black glass, basket weave cladding, the hospital’s exterior panels seem to reflect the expansive movement of sky and clustered cloud formations from every angle.
It’s an aesthetic which manifests Bryden Wood’s belief that a hospital occupies a special status of building in society, one with such a substantial level of importance and value that it deserves to be signified in the very appearance of the structure.The physicality of the Circle Reading building is both luminous and reflective, fundamentally optimistic feeling, but also discreet and secure.
‘We were able, with Circle Reading, to give the building an aesthetic which was beyond purely functional,’ says Wood..
Beyond its striking glass exterior, lies the building’s central atrium - a sleek, communal space, three stories high and full of light, which houses a reception and cafe, accompanying tables, leather sofas and modern artwork.These include the lack of productisation in construction, as well as the lack of knowledge about DfMA principles and practices.. We have drawings moving back and forth across industry silos from architects and engineers to fabricators and beyond in a way that means “we build things, prefabricated or not, that aren't what was originally upfront in the process,” Marks says.. She believes this is where we will see the most change and brings up Gleicher’s Formula for Change (revised by Dannemiller), where dissatisfaction, vision, and steps toward the vision must be greater than resistance.. “I actually think we’ve hit dissatisfaction at this point,” she says, pointing out the various issues across the industry: construction companies unhappy with the money they’re making, designers unhappy with the roles they’re playing, owners dissatisfied with the inconsistency.. And the question that needs answering now is: “what does the future look like?”.
Marks says that her job at Autodesk is to help people envision what that future could be by taking the current building blocks and foundational pieces and expanding on them.She knows there will be resistance and thinks we’ve got to start thinking about things to be able to combat issues like old thinking, processes, contracts, scopes, and procurement methodologies.. “We've got to be able to highlight the dissatisfaction, show people there's a potential vision up.
Nobody changes unless there's something better on the other side,” she says.“But we should be able to show them there's something better.”.