by Douglas L Steidl, FAIA, MRAIC
AIA President

“Try not to become a man of success, but rather a man of value.”
—Albert Einstein

The AIA has passed yet another milestone. As of November, we are over 77,000 members strong—a record. How to account for this success, which is echoed by the high rate of retention for long-term members?

Some might say the general population continues to grow, so it follows there should be a corresponding growth in membership. But in fact it doesn’t follow; one isn’t necessarily a consequence of the other. There are many organizations of long standing—political, cultural, and professional to name a few—that have actually seen their numbers drop in recent years. So something else must be afoot.

Others might say times are good. And when the bills are being paid, membership is an affordable luxury. But that line of reasoning strikes me as counterintuitive. The AIA itself was not founded as a consequence of prosperity. In some ways, Richard Upjohn’s invitation to his friends to “unite in fellowship” was an act of desperation. Times were tough back in 1857. Strictly speaking, there wasn’t even a profession.

A question of value
I believe the continuing growth in AIA membership comes down to a question of value. Current members and those architects who are considering membership see increasing evidence that membership in the AIA is a smart investment. No other organization delivers the quality and number of continuing education programs that increase the profession’s value to their clients. No other organization is advocating for the profession at every level of government—and getting results, along with respect.

Consider, too, services and products, such as the Handbook or AIA Contract Documents, which are the industry standard. Or the AIA’s knowledge communities, which in the past tended to be small and self -referential, but now embrace many more architects and generate knowledge that benefits the entire profession.

I’m not hearing nearly as often as I used to the question: “What do I get for my dues dollars?” Increasingly AIA members know.

But the “v” word—“value”—cuts more deeply than a simple return on investment. I believe all if not most of the benefits listed above spring from one source: our beliefs or core values as an organization.

Our shared core values
Why has the AIA been able to provide more and better services and at the same stage something as dramatic as the three-day Collaborative Recovery and Rebuilding Conference held early in November in New Orleans? Why within hours after the winds died down was the AIA—nationally as well as through the state and local chapters—capable of providing immediate assistance that made a difference to those individual architects and firms affected by Hurricanes Katrina and Rita? Because we have taken the time to discuss, debate, and ultimately come to a consensus as to what constitute our core values.

Consider the following:

• In March 2004, the national AIA Board approved 10 new public policies, under the guiding principle that “architects have an ethical responsibility to society.” Under that principle followed policies that address collaboration (it’s about “we” not “I”), the built environment (everything we construct must be the best possible solution), and the natural environment (we have a responsibility to respect this planet and its limited resources).
• In September 2004, the national AIA Board approved 43 public positions, from timing of the Architect Registration Exam to quality-of-life issues. Currently, two more positions are being reviewed, both having to do with sustainable practices.

What these actions mean is that for the first time in years, the AIA has a solid grasp on precisely what it is we value. Why is this so important? By spelling out our values, not only can we speak consistently and clearly to the world, AIA members and staff can act decisively, knowing that we are working within an affirming culture of shared values.

“Know where you yourself stand”
If the words that introduce this column accurately reflect Einstein’s beliefs, then to me it would follow that he would have agreed with the novelist William Faulkner who wrote:

“I have found that the greatest help in meeting any problem with decency and self-respect and whatever courage is demanded, is to know where you yourself stand. That is, to have in words what you believe and are acting from.”

Today, AIA members and the world know where we stand. That, I believe, is the source of our strength. It is our shared values more than anything else that gives us the singleness of purpose and the courage to believe we can make a difference, a positive difference in serving our clients and being enlightened stewards of the world.

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