I have not yet ended my first month as president of the AIA, yet already I have made four trips to participate in conferences. Topics have ranged from green architecture and the security and design of our cities all the way to project delivery approaches with the Associated General Contractors and educational issues being considered by NCARB, NAAB, ACSA, and AIAS. As I write this article, I am onto my fifth trip, winging my way from San Francisco to Paris to participate in an International Union of Architects meeting on the "Redefined Role of the Architect" in an ever-changing profession.

In varying ways, these conferences underscore a common theme: the importance of developing and sharing knowledge. Never before have I been so sensitized to what it means to be a "knowledge-based profession." Never before have I understood the importance of the rigorous development of knowledge, the connectivity and expansive sources from which knowledge is gained, how it is networked, how global its application, and the importance of sharing knowledge to gain more knowledge. What a rich time we're living in! What opportunities!

Three strategic opportunities
The AIA Board of Directors is focusing its attention on three strategic opportunities identified in the AIM (Aligning the Institute for the Millennium) report:
• Architecture education
• Knowledge
• Inclusiveness.

The what of it all
Although identified as three separate objectives, they are indeed facets of a single idea that speaks to the future needs of architects as a "knowledge-based profession." Central to our future is an investment in understanding what knowledge we need, what external influences demand our attention, and what global opportunities are resulting from this investment. I suspect that once we fully understand the scope, or the what of a knowledge-based profession, developing the options and managing how we advance the profession for the public good will be a piece of cake. This is a design process of which we are the masters.

The how of it all
As we begin to work on the what of a truly knowledge-based profession, keep a watchful eye and contribute your thoughts on how we can institute a "knowledge agenda" for the AIA. Here are some thoughts to get discussion rolling:
• With the help of the Executive Council and the advisory groups of the professional interest areas, the PIAs will evolve from being professional interest areas to professional knowledge resources. Through this evolving structure, imagine the opportunities of sharing "best practices" with colleagues. Yes, an expansive culture of sharing rather than using knowledge solely as a competitive advantage in a protective mode; knowledge that accrues beyond the individuals who are doing a project to members of a team, to the firm, and to the profession.
• With the leadership of AIA consultant John Eberhard, FAIA, who is heading the AIA's Research and Planning initiative, we have launched an exciting research agenda with the U.S. General Services Administration (GSA). It addresses pragmatic, near-term issues of the workplace environment and security, as well as more far-reaching neuroscience issues as they pertain to the impact of architecture on human activity (cognitive as well as physical). This rigorous, applied research undertaken with external partners is broad in perspective and will change our role as architects, the services we provide, and the perception our clients and society have of our value.
• In meetings of the Five Presidents Council (AIA, NCARB, NAAB, ACSA and AIAS) as well as with industry leaders, such as contractors, interior designers, and manufacturers, we are finding common ground for data collection leading to joint applied research, enhanced practice models, and collaborative/integrative delivery of high-quality built environments.

Knowledge sharing pays off
During a recent visit to Japan, I marveled at the complexity of design detailing and the high quality of construction. The reasons for their success became more evident as I was exposed to their design and construction techniques and the value placed on applied research and knowledge sharing. Because the government levies a tax on contractors for research, most major contractors choose to own "sister companies" (staffed by PhDs no less) engaged in rigorous applied research rather than pay an in lieu fee to the government. Whatever the rationale, the pragmatic benefits of applied research, knowledge development, and knowledge sharing cannot be disputed.

As we consider the new economy of this new century and our places as architects in it, I am reminded of the insight of futurist Kevin Kelley, who back in 1998 wrote that "the new economy is global. It favors intangible things—ideas, information, and relationships—and it is intensely interlinked." Kelley's words were written scarcely four years ago. In that brief time, we have entered a phase of the " new, new economy" in which knowledge is ubiquitous, accelerating at breakneck speed, and of such dynamism that it will be life-changing. This is indeed a brave new world!

Copyright 2002 The American Institute of Architects. All rights reserved.