Sooner or later, every architect faces this situation: a client who is enthusiastic but noncommittal. The client might want something one week and have a change of heart the next.
Although this situation can be exasperating, it’s not necessarily uncommon when working with clients. A lot of times, they might not be able to articulate their thoughts either because they have a hard time communicating what they envision, or they haven’t made up their minds. You’ll encounter this scenario at some point in your career as an architect.
Here are five tips for architects on how to turn a client’s uncertainty into clarity.
1. Vague Ideas Must Be Translated into Concrete Decisions
Clients tend to use very general language and rarely speak in architectural terms. “Modern but warm” or “open but cozy” may seem like oxymorons. However, they usually represent very real desires. The architect’s job is to interpret those abstract concepts into concrete terms.
Rather than posing open questions that may confuse a client, you should break decisions into smaller, more specific choices. In other words, offer two or three layout and material options, and then ask for a response. Clients might find this approach more manageable.
2. Make Use of Structured Discovery Sessions in the Initial Stages
When a client seems ambivalent, it may be a sign that the discovery process has not been structured enough. Rather than having a casual conversation, take the time to structure a discovery session early on in the project. This is where architects have the opportunity to walk a client through their priorities and their goals to achieve the right outcome.
Ask questions that are more related to lifestyle than aesthetic issues. What are their habits in their current environment? What are some of the issues that bother them on a day-to-day basis? What are their visions for using the building in five or ten years? If they want to eventually turn the property into a rental property, they may want to factor that into the equation. A good property management firm will be able to help them maintain the property, but it’s still worth carefully determining how the real estate will be used over the short and long term.
Record these conversations and write down the key points. This way, if client uncertainty arises again, the agreed-upon objectives can be used to anchor the decision-making process and avoid endless changes that can delay the project and increase the price.
3. Establish Boundaries for Change and Revision
Clients with unclear goals are likely to keep changing their minds often. If left unchecked, this behavior can result in scope creep, late deliveries, and even strained relationships. So, it’s important to set boundaries on revisions at the beginning of the architect-client relationship.
Describe how many design cycles are included for each stage of a project and what constitutes a major change. Describe how changes made later in a project affect costs, schedules, and coordination of consultants. Clients who understand the costs of procrastination will make more informed decisions.
This has nothing to do with inflexibility — it has everything to do with building a structure around protecting both the project and your relationship. Having boundaries gives you structure, and structure gives your clients a support system.
4. Be a Guide, Not Just a Designer
Clients who are uncertain may benefit more from leadership than from alternatives. While teamwork is always essential, having too many alternatives may confuse rather than clarify a situation. When working with a client, you can often be of greatest value by leading uncertain clients in a confident and solution-oriented manner that is consistent with their needs.
Being a guide is also about accepting an element of uncertainty. Assure clients that it’s only natural to be uncertain about something until it becomes clear with time. Confidence, empathy, and good communication skills can go a long way in establishing trust.
5. Document Decisions and Review Them Strategically
If clients have issues with clarity, their memory could become selective. Decisions made weeks or months prior could be questioned or forgotten. That’s why documentation is important.
It’s important that, after each meeting, a written summary is created about the decisions reached, alternatives rejected, and the course of action forward.
Reviewing strategic choices also has value. Rather than going back over all choices, associate choices with project milestones.
Architecture is a complex process. It’s not merely about designing homes — it’s about leading people through that process. So, you need to be as good at building working relationships with clients as you are at designing the residences they’ll live in.
