TZL 1563 (web)

December 2, 2024, Issue 1563 WWW.ZWEIGGROUP.COM

TRENDLINES

AEC firms’ hiring needs

Needs met with in-house and outside efforts Beyond scope of in- house HR/recruiter Within capabilities of in-house HR/recruiter

AI adoption empowers firms to unleash their human potential to solve problems that matter. A future beyond boundaries

20% 30% 40%

A I is no longer a concept on the horizon (have you seen my six-year AI timeline?!) – it’s a reality reshaping how we work, live, and build. Over the past several years, I have curated a solid AI network, and what excites me most is our shared commitment to using AI not just as a tool, but as a powerful solution to our long-existing challenges and problems. We all start with why we need AI. What problem do we want to tackle? We can use AI to address these larger issues. AI, in and of itself, is not a strategy. It is a means to success. It is an opportunity to create significant, positive impact. What matters most is how AI can be harnessed to address our most pressing challenges and drive positive outcomes. At Zweig Group, our AI consulting is centered around the importance of AI adoption within the architecture, engineering, and construction industry – a sector that has traditionally been slower to embrace new technology and true innovation. Just a few of the direct quotes I have heard lately:

According to Zweig Group’s 2024 Recruitment & Retention Report , 34 percent of survey respondents admit their hiring needs are beyond the scope of their in-house HR/recruitment staff, despite the fact that recruiting/hiring is such an important element of a firm’s success. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

Kristin Kautz, CPSM

FIRM INDEX AECOM............................................................... 7

“We are stodgy. We want to stay stodgy.”

■

■ “Do not even mention AI to me. It will never do what I do. We don’t need it.”

Black & Veatch...........................................12

“This is the way it has always been done.”

■

FXCollaborative........................................ 10

“We’ll let someone else take all the risk.”

■

Ware Malcomb..........................................10

“We can’t be early adopters.”

■

■ And the classic, “If it’s not broke, don’t fix it.” The truth is that many AEC firms (and our industry as a whole) are decades behind when it comes to digital enhancement and efficiencies. Our clients are even further behind. Now, with the rapid advancement of AI, we all risk a gap we might not be able to overcome. And that gap is growing every day. The work I’m engaged in – and the incredible network of professionals I collaborate with – is not just about integrating AI for its own sake. We are driven by a higher purpose: solving real-world problems, from improving patient outcomes in healthcare to revolutionizing

MORE ARTICLES n JANKI DEPALMA: Five signs for extroverts Page 3 n MARK ZWEIG: Being the best consultant there is Page 6 n IRINA RICE: Authorship, AI, and the AEC industry Page 9 n ELIZABETH PRESTON: Break these rules Page 11

See KRISTIN KAUTZ, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

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What’s particularly exciting is the democratization of AI technology. Tools that were once accessible only to large corporations with substantial resources or buried in a research lab somewhere are available to smaller firms and individual practitioners. This ease of accessibility is leveling the playing field and fostering inventive changes across all sectors of the industry. You hold this power, so what is holding you back? The key to successful AI implementation lies in understanding that it’s not about replacing human expertise but augmenting it. We’re witnessing the emergence of hybrid workflows where AI handles repetitive tasks, data analysis, and pattern recognition, allowing professionals to focus on strategic decision-making and creative problem-solving. We also need to keep in mind that: transformation. It’s essential to invest in developing both technical skills and adaptive capabilities among team members. This includes understanding AI’s capabilities and limitations, as well as fostering critical thinking skills that complement AI-driven insights. ■ Education and training play crucial roles in this overlooked. As we push the boundaries of what’s possible, we must maintain a strong commitment to responsible use and innovation. This includes ensuring data privacy, maintaining transparency in AI-driven decisions, and considering the broader impact of our technological choices. We need to think things through. ■ Collaboration across disciplines becomes even more critical in this context. The challenges we face require diverse perspectives and expertise – from technologists to engineers and architects to new roles like “data curator” and “chief AI officer.” By fostering these connections and sharing knowledge, your firm will accelerate the pace of innovation and ensure its benefits are scaled. ■ The ethical implications of AI adoption cannot be As we navigate this journey of AI adoption, one thing is clear: It’s about people, purpose, and progress. By staying true to these principles, there’s no limit to what we can achieve. My optimism for AI has not waned. What’s next is now. Let’s continue to move forward – together. Kristin Kautz, CPSM is Zweig Group’s artificial intelligence (AI) consultant and trainer. Learn more about Kristin here.

KRISTIN KAUTZ, from page 1

infrastructure safety to value-added workflows and better business analysis in the built environment. One of the fundamental lessons I’ve learned is the importance of collaboration. Bringing together different skills and perspectives can drive improvement in ways that individuals or organizations working in disparate vacuums simply cannot achieve. I have built a network of trusted partners who share my vision for the future – one where AI is used to empower companies, improve everything (I know, that’s a bold statement, but I stand by it!), and, ultimately, make a significant difference in improving people’s lives, our society, and dare I say, even our planet. The importance of my network that is filled with people I trust cannot be overstated. Having a group of professionals who are equally passionate about innovation and positive change has been invaluable in my work and for my sanity. Together, we can offer firms the support they need to embrace AI, manage change, and thrive in what feels like a warp-speed world. I feel like I should throw in a Star Trek reference here, so as Jean-Luc Picard so eloquently said, “Engage!” As explorers of the unknown, this journey of transformation requires more than just technological embrace – it demands a fundamental shift in mindset or even brand-new patterns. Organizations must develop a culture that embraces continuous experimentation, learning, and adaptation. The AEC industry, in particular, stands at a crucial crossroads where the integration of AI could revolutionize everything from initial design concepts to final construction execution, or we could become outsourced and obsolete. With every fiber in my being, I am going to push, pull, beg, bribe, educate, assist, lead, and inspire you to rise and thrive. We will be better because of AI. I know this is our path. The potential impact extends far beyond improved efficiency. Other metrics for success include higher quality, quantity, utilization, revenue, employee happiness and morale, and even sense of purpose. AI-powered solutions are enabling us to tackle complex ideas that were previously insurmountable. For instance, we’re seeing AI applications that can optimize building designs using digital-twin weather modeling, predict and prevent maintenance issues before they occur, and even enhance workplace safety through advanced monitoring systems.

ARTIFICIAL INTELLIGENCE IN AEC Subscribe for free AI in AEC news, updates, and articles. This content is intended to help emerging and current leaders be at the forefront of the AI technological revolution. AI is not a trend or fad. AI is here to stay. Click here to learn more!

THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

OPINION

Five signs for extroverts

Extroverts can create meaningful connections by observing cues, balancing conversation, and actively listening.

A while ago, while on Instagram, I saw a post featuring an article titled “Introverted? Here’s how to be more social.” As a joke, I replied, “Extroverts: Five signs someone wants you to end the conversation,” and to my surprise, that reply garnered more than 2,200 likes. I think I may be on to something!

Janki DePalma, LEED AP, CPSM

Before we delve further, let’s establish some definitions: introvert vs. extrovert. Susan Cain’s book Quiet: The Power of Introverts in a World That Can’t Stop Talking reminds us that most of us fall on a spectrum of introversion and extroversion, particularly in terms of our personal energy and interactions. However, in the corporate world, extroversion is often seen in terms of behavioral traits: the ability to talk with strangers, gregarious personalities, and quick-thinking responses. Since roughly 75 percent of the population identifies as extroverts, we are often conditioned to think these traits are “better” and rarely examine the downside. Cain speaks extensively about the “extrovert ideal,” which I delved into in my past article, “Are we suffering from extrovert bias? ” But now, I want to address the many articles devoted to coaching introverts to be “less you” – not exactly the sign of

inclusion we need today. All personality traits have positive and negative sides, which require a great deal of self-awareness to recognize. Think about it: one person’s “shy” is another person’s “observant.” One person’s “lively” is another’s “overbearing.” I consider myself an “extroverted introvert” – I enjoy people, but big events overwhelm me. It’s taken me years to realize that a couple of deeper one-on-one interactions are much more enjoyable than handing my business card to 25 people at an event. I was conditioned to be “talkative and friendly” to be likable. As someone who straddles both sides, I can guide extroverts to “fake it until they make it” by being more thoughtful and observant. So, here’s the list you’ve always needed – five things extroverts need to know when networking:

See JANKI DEPALMA, page 4

THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

It’s an interview, not an interrogation. Often, introverts may need a little time to process your question, so give us that space. While this list may seem obvious, it underscores a crucial point: understanding how your behavior affects others is a key component of emotional intelligence. In Thinking, Fast and Slow , Daniel Kahneman emphasizes the importance of controlling your emotions and recognizing their impact on others. Don’t monopolize conversations under the guise of being extroverted. Choose to have meaningful connections rather than repelling interactions. As Dale Carnegie wisely said, “Be interested, not interesting.” If you’re not sure how to build those connections, especially with “quiet people,” here are a few tips. Most of us can talk endlessly about things we care about (I’m always open to talking about books, the Enneagram, or Ted Lasso ). We usually don’t care about traffic, work, or the weather. One of my favorite authors on this topic, Vanessa Van Edwards, coins the term “conversation sparks” in her book Captivate . These are questions that can help you find points of commonality and interest. Learning to ask questions and practicing active listening (a strength of introverts) is a great first step. If you have an introverted friend, ask them to help you be a better listener. One simple way to improve conversations is to stop interrupting. As a former interrupter, I didn’t realize that my enthusiastic “yes, and” was often perceived as shutting others down. Conversations are like a game of tennis – wait your turn to volley. And if you do interrupt, apologize and let them finish. In a world that often pressures introverts to shapeshift, I urge my extroverted friends to pause, observe, and give space for others to contribute. If you’re unsure how to build connections, especially with quieter individuals, start by asking thoughtful questions and practicing active listening. Remember, true connection requires authenticity. While extroverts can energize an event, recognizing and respecting the quieter voices can lead to deeper, more meaningful interactions. If I promise to attend the next event instead of running home to Netflix, maybe you can promise to ask me a couple of questions too. Janki DePalma, LEED AP, CPSM is director of business development at W.E. O’Neil. Contact her at jdepalma@weoneil. com . others to contribute. If you’re unsure how to build connections, especially with quieter individuals, start by asking thoughtful questions and practicing active listening.” “In a world that often pressures introverts to shapeshift, I urge my extroverted friends to pause, observe, and give space for

JANKI DEPALMA, from page 3

1. Non-verbal cues. No matter how charming you are, pay attention to people’s non-verbal cues. These include reducing eye contact, shifting their body, scanning the room (likely looking for a rescuer), and peeking at their phone. You might overlook these because you’re excited to share your words. Remember, as someone who gains energy from interactions, you should see if the person is giving you the “keep going” signal. Often, introverts love listening, but we will show you when we’re done. For example, I was at a networking event with two others when an acquaintance began sharing a very personal story. He was deeply engrossed in the details, and the story had many twists and turns. Soon after, the third person politely excused herself to “grab another drink,” and I realized the speaker had missed those non-verbal cues. Later, my hair stylist, a master at reading people, told me, “When the eye contact goes, you know they want to stop, even if they are nodding their heads to be polite.” 2. Verbal cues. People might not directly say “You’re talking too much,” but they’ll use standard verbal cues. While you’re taking a breath, think about how your partner is responding. Are they limiting themselves to short replies like “hmm,” “wow,” or “interesting”? Are they asking follow- up questions or adding their own thoughts? Since many extroverts are conditioned to think that introverts are “quiet,” you may ignore this cue. Verbal cues are a crucial part of the conversation – they’re the lubricant that keeps things moving. 3. The big signs. If a person says they need to do something else, it means they want to leave, period. “I’m going to the restroom/get another drink/check on my coworker” are direct signs of ending the conversation. You need to let them go! Do not take this as an invitation to join them (especially not in the restroom – I speak from experience). The same goes if we physically back away or start grabbing our bags. Many of us were trained that directness is rude and will try our best to show that we need to end this conversation. When in doubt, let the conversation end. If we do want to return, we will! I polled my friends on LinkedIn and roughly 80 percent use the phrase “It’s been great catching up” or “Excuse me while I grab a drink” as signs to end the conversation. About 20 percent will grab another person as a substitute! 4. Look who’s talking. No matter where we fall on the introvert/extrovert spectrum, people are hard-wired for connection. Connection requires mutual respect and interest. Take a second to see who is doing most of the talking in your interaction. While it may come easily to you to share a story or convey why your firm is amazing, I urge you to work toward a balance. It doesn’t need to be 50-50, but a pause may give your partner a chance to engage. 5. Consider taking a step back. If you are a talker, consider becoming an interviewer. Leaning in, asking questions, and giving non-verbal cues of interest will show your partner that you are interested in them. You will still get the energy you crave as an extrovert, but the interaction may be more pleasant for your companion. Think more Drew Barrymore, less Olivia Benson when it comes to questions.

THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

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THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

FROM THE FOUNDER

Success in AEC hinges on guiding clients toward actions that align with their best interests. Being the best consultant there is

A rchitects, engineers, interior designers, environmental scientists, planners, and land surveyors are all consultants. They provide advice. Each may have a design or technical discipline that they are knowledgeable in, but no client has to do what they advise them to do. To be successful in any of these fields requires an ability to get clients to do what is in their own best interests.

Mark Zweig

Some people are really good at getting clients to do what they advise them to do. They rise to the top of their fields, and they are generally happy and satisfied with their careers. People usually like something they are good at doing. And others – well, they aren’t so good at this. They are quick to blame the client when they fail. These people go through a daily struggle to make a living and to motivate themselves to stay at their profession. They aren’t so happy because they aren’t very successful. You may be asking by now – what qualities and practices make someone be the best consultant out there? Here are my thoughts: 1. Keeping up to date with all you need to know. The best consultants stay up with what is

happening in their discipline and much more. Knowing what is going on in the world. Knowing what is going on in the industries their clients work in. The best consultants are not out of touch with anything they need to stay abreast of. 2. A “do it now” philosophy. The best consultants are all busy and testing the limits of their ability to juggle lots of balls simultaneously. They have a real sense of urgency because they know if they don’t have time now they won’t have it later. Plus, they don’t want to hold anyone up waiting for them. 3. Knowing how to sell. The best consultants can sell their company and themselves to get the client and the projects they want. They know that

THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

BUSINESS NEWS AECOM TO PROVIDE DESIGN AND ENGINEERING SERVICES FOR THE CLARKSON WATER RESOURCE RECOVERY FACILITY IN ONTARIO AECOM, the world’s trusted infrastructure consulting firm, announced it has been selected by the Regional Municipality of Peel to provide design and engineering services for the expansion of the Clarkson Water Resource Recovery Facility in Ontario’s Peel Region. AECOM will be responsible for the design and implementation of the expansion, providing increased capacity and flexibility to accommodate the growing population within the Greater Toronto Area. “As we extend our client relationship with the Peel Region, we’re excited to leverage a continuously strengthening bench of water sector expertise,” said Beverley Stinson, chief executive of AECOM’s global Water business. “As the number one Water design practice as recently ranked by Engineering-News Record, we look forward to bringing our extensive experience borne from an unrivaled portfolio of some of the world’s most complex wastewater projects to bear on the WRRF, which is expected to provide long-lasting positive impacts on residents.”

This will be the third major expansion of the Clarkson WRRF facility and the next stage to bring its capacity to 500 MLD by 2029. AECOM also served as the original designers of the Clarkson WRRF Phase I and II expansions, where its digital capabilities were instrumental in expanding the facility’s SCADA system for automated process control, enabling the client to optimize their operations throughout the entire 20+ year lifecycle. In addition to the expansion, Phase III will include a new standby power energy center to protect the critical infrastructure of the plant and help maintain treatment during power outages. The design will also feature innovative solutions to support state-of- the-art treatment, including enhanced biological phosphorus removal to reduce chemical use and measures to reduce greenhouse gas emissions and improve energy efficiency. These initiatives will support Peel Region’s Energy Policy, which aims to achieve net-zero greenhouse gas emissions at their WRRFs by 2050. “We are honored to be selected to help realize this critical expansion — the latest of many transformational projects our teams are delivering across the Greater Toronto Area,” said Richard Barrett, chief executive of AECOM’s Canada

region. “Having successfully designed prior expansions to this major facility, our teams possess a unique technical understanding of the project and a deep familiarity with the region’s objectives as it seeks to meet the needs of a growing population.” Other work AECOM is currently delivering for Peel Region includes the Clarkson Cogeneration Expansion, which utilizes waste methane produced in the treatment process to create green electricity, and multiple projects supporting drinking water treatment at the Arthur P. Kennedy and Lorne Park water treatment plants. AECOM is the world’s trusted infrastructure consulting firm, delivering professional services throughout the project lifecycle – from advisory, planning, design and engineering to program and construction management. On projects spanning transportation, buildings, water, new energy, and the environment, our public- and private- sector clients trust us to solve their most complex challenges. Our teams are driven by a common purpose to deliver a better world through our unrivaled technical and digital expertise, a culture of equity, diversity and inclusion, and a commitment to environmental, social and governance priorities.

selling is simply a matter of building trust and problem solving, and they are good at both of these things. 4. Being calm. The best consultants stay calm under fire. They know things will go wrong with clients, contractors, and regulators, and expect to have problems so they don’t let anything rattle them. 5. Knowing how to write and how to speak. The best consultants are good writers. They can write clearly and succinctly. They don’t make spelling errors and misuse the language. They are good verbal communicators as well. 6. Having integrity and keeping promises. The best consultants are honest and do what they say they will. They don’t make promises on when something will be done that they cannot keep. 7. Reading the room. Being a good student of human behavior. A truly outstanding consultant can tell how people are reacting to them when they are talking. That allows them to adjust their approach if needed. And sometimes it is!

8. Not wedded to rigid process. The best consultants do not have a one-size-fits-all approach to how they do anything. They are flexible and open to changing their process if necessary to meet the needs of the situation. Every situation is different! 9. Courageous. The best consultants are not afraid of anyone or anything. Angry client? No problem – let’s go see them. Client not paying their bills? No problem – let’s call them. 10. Ability to say “no.” That means you can say no to a client who wants you to do something that won’t work, or is unethical or illegal, or is dangerous, or will hurt their business. They can also say no to a bad a client who wants to work with them. I could probably add another 10 or even 20 points here if I had the space. The truly best consultants do so many things differently from the rest of the pack – it’s hard to name just 10! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

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THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

OPINION

The evolving use of AI in AEC projects raises complex legal questions about authorship, copyright, and ethical responsibility. Authorship, AI, and the AEC industry

A recent legal case has highlighted important common ground shared by AEC projects and a selfie photographed by a monkey: both are governed by the laws of intellectual property and are confronting novel questions about authorship. In the United States, copyright law is a key component of intellectual property rights and serves a dual role of protecting creators’ original works from unauthorized use and reproduction while also promoting the advancement of knowledge and innovation. As the industry evolves with innovations in technology and process, architecture, and by extension the AEC industry, has been at the forefront of the evolution of copyright law and is now navigating a new critical practice issue: artificial intelligence.

Irina Rice, Esq., LEED AP

In considering AI’s application to our industry, it is crucial to remember that for a work to be copyrightable in the U.S., there must be authorship and the author must be human. U.S. copyright protects original works of authorship that are fixed in a tangible medium of expression. As a general rule, the author is the original person or people who actually create the work. However, authors can assign, give away, or sell their copyrights to new owners, and for works made for hire, authorship can automatically vest in other parties. The case of the photogenic monkey named Naruto, known as the “monkey selfie case,” illustrates the importance of authorship. Naruto took a selfie using

a camera set up and provided to him by a British photographer named Slater. Slater published the photos, and they went viral. Wikipedia uploaded the photo and tagged it as being in the public domain, reasoning that a monkey could not own a copyright. This initiated a legal battle over authorship, which settled in the U.S. but could receive different treatment in the U.K., posing problems for Wikipedia’s handling of the photograph – and raises questions of how to reconcile differing approaches to authorship across various jurisdictions when the internet is worldwide. While the monkey selfie case is a light-hearted

See IRINA RICE, page 10

THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

ON THE MOVE WARE MALCOMB NAMES ALBERT YANG STUDIO MANAGER, ARCHITECTURE IN DALLAS OFFICE Ware Malcomb, an award-winning international design firm, announced Albert Yang joined the firm as studio manager, Architecture in its Dallas office. In this role, Yang will help lead the overall growth of the Architecture Studio, and manage select projects. Yang brings more than 27 years of architectural and design expertise to the Ware Malcomb team, having worked on a diverse international portfolio of projects including multifamily, aerospace, industrial, civic, hospitality and commercial. Previously, he worked for a national architectural, master planning and design firm as a project manager, and has held design management roles

for firms in Hawaii, California and South Korea in his career. “Albert is an experienced architect and excellent communicator who builds lasting relationships, elevates the studio’s design capabilities, and provides critical up-front design and QA/QC support,” said Chris Mavros, principal, Ware Malcomb. “We are pleased to welcome him to this role and look forward to his contributions to the team.” Yang studied abroad via the University of Copenhagen’s DIS program and graduated from the University of Hawaii at Manoa with a Bachelor of Architecture degree. Yang is a member of the American Institute of Architects and certified by the National Council of Architectural Registration Boards.

In addition, he is an award-winning speaker who trains professionals in the art of public speaking and leadership, encouraging positive relationships and individual empowerment. Ware Malcomb has been an industry leader in the Dallas region since 2019. In conjunction with the firm’s Houston office, Ware Malcomb has worked on nearly 1,400 projects throughout Texas, in collaboration with numerous Fortune 500 companies. Established in 1972, Ware Malcomb is a contemporary and expanding full- service design firm providing professional architecture, planning, interior design, civil engineering, branding and building measurement services.

the employer or commissioning party is considered the author and copyright owner. If an individual is employed by a firm, the owner of the individual’s work product, or creative output, is the company and not the employee. Similarly, since a client pays or commissions a firm to create a project, the creative output may be considered work made for hire, which would mean that the firm producing the design is not the actual author. Understandably, this can create some cognitive dissonance since in no way do these clients create the work, and yet they can be considered the author. When AI is involved in the project, we must consider how to deliver work product to clients if authorship or ownership cannot vest in the design team or client. While each company will have different levels of comfort with utilizing AI tools operating in this legal gray area, until the law is able to catch up and provide clarity, it is important for each to be informed in its decision-making and set up appropriate guardrails in line with their risk tolerance. Company policies for AI use vary in detail and scope, ranging from general guiding principles around responsible use to the implementation of AI task forces and detailed protocols for specific tools. When forming these policies, firms should consider the ethical use of AI, management of confidential data and intellectual property rights, and quality assurance. Firms should also place controls around which AI tools are utilized, as new technologies are released every day and not all are of the same quality or effectiveness. Architects and engineers will not stop innovating and pushing the state of the art, whether with AI or other technologies, and in doing so they may well inform and push innovation in the state of the law as well. Irina Rice, Esq., LEED AP is general counsel at FXCollaborative. Connect with her on LinkedIn .

IRINA RICE, from page 9

exploration of questions of authorship, the stakes become much higher when these questions are applied to emerging technologies using artificial intelligence that are rapidly becoming embedded in daily life. As these technologies are continually evolving, this is an emerging area of law that has far more questions than answers at this time. In AEC, as in many other creative industries, there are lots of conversations about ownership, creation, how the design process is affected, and how to use these powerful tools responsibly and ethically. For example, it is not clear whether AI output is copyrightable – is the output created by the algorithm (non-human) or is it created by the software developer (human), who created the algorithm, which then creates the output? If it is copyrightable, then the question becomes who owns the copyright. Can that ownership be taken from works that are already copyrighted, or is the AI infringing on the existing copyright? Does authorship reside in the software developers, and can it truly be assigned to the person who has obtained the license to use that software? In the meantime, many generative AI platforms are doing their best to hedge against and punt on these questions in their terms of use, with statements that they will grant the software license holder rights if or to the extent they have ownership to grant. Others have taken a more definite position that they do grant ownership, with the purchase of upgraded software subscriptions of course. As we wait for clarity on these legal questions, we must navigate a gray area of whether and how to use these transformative tools in our projects without potentially infringing on another party’s copyright. This gray area also extends to our clients. The concept of works made for hire is seen often with AEC projects, when

THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

OPINION

Break these rules

Grammar rules are useful tools, but writers should prioritize clarity and reader engagement over strict adherence to them.

W hen it comes to grammar, we’ve bashed our heads against a brick wall made of clauses, colons, and commas. For decades, even centuries, people have insisted that writers adhere to archaic grammar rules because “That’s the way it’s always been done.” Don’t get me wrong. I’ve been known to thump my fingers on a few grammar handbooks. But my decade of experience teaching writing to college students, graduate students, and professionals in the workplace has shown me that clinging to the ways of “proper grammar” can do more harm than good.

Elizabeth Preston, Ph.D.

Before you grab your metaphorical (at least I hope they’re not literal) pitchforks and torches, hear me out. Grammar, as with so much in life, is a tool to get you to a goal. If a grammatical “rule” helps get you to that goal in your document, great. Use it. If it doesn’t help or causes awkwardness or confusion in your writing, break that grammatical rule with a sledgehammer. Here are five grammatical rules, the logic behind them, and when you can (and perhaps should) break them: 1. Always use active voice. The clinginess to active voice stems from the idea that active voice is more immediate and gets to the point faster than does passive voice. Some people also consider active voice more forthright since the actor is clear and present in the front of the sentence.

In contrast, passive voice consists of having the past form of “to be” plus a verb with a past participle ending, as in “The document was written.” The actor could be hidden or revealed as in: “The document was written by Bob.” What to do instead: The key to knowing when you use active or passive is if the actor matters. If the actor matters, use active voice. If the actor doesn’t matter, use passive voice. Your intent for your sentence and the document’s overall purpose should be the ultimate determinants of whether you use active or passive. 2. Never start a sentence with “and” or “but.” After dutifully researching and tracing back this rule’s origin, I’ve concluded the following: There is no

See ELIZABETH PRESTON, page 12

THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

ON THE MOVE BLACK & VEATCH NAMES PROVEN ENERGY, NATURAL RESOURCES EXECUTIVE STEVE MECK AS GLOBAL SUSTAINABILITY LEADER’S GENERAL COUNSEL Global sustainability and critical infrastructure leader Black & Veatch has appointed Steve Meck as general counsel and chief compliance officer. He also will serve as secretary of the Black & Veatch board of directors. Meck will lead the team in providing the full suite of legal support and advice needed to enable Black & Veatch’s multi- billion-dollar annual business. He will drive enterprise-wide compliance and integrity in all transactions undertaken by Black & Veatch’s global workforce of roughly 12,500 professionals.

Meck brings extensive experience in commercial contracts, enabling advanced technology investments and securing large-scale projects, including in the mining, petroleum and construction industries. Given his more than 20 years of working in United States, Japan and Australia, Meck brings an essential global perspective to propelling complex engineering projects toward execution in the fast- moving critical infrastructure space. That requires a contemporary understanding of megatrends, clients’ priorities, regulations and new technology sources. “We are very excited to have Steve join us – with his personal energy and client-

savvy approach – to lead our global legal, risk and compliance activities,” Black & Veatch Chairman and CEO Mario Azar said. “How we manage risk and performance on behalf of our clients is the core of our strategic differentiation in how we deliver value at scale as an innovative market disruptor.” A lawyer by trade, Meck has served as general counsel and chief compliance officer at The Weir Group PLC – a 150-year-old manufacturer of highly- engineered products for mining, industrial and construction sectors – and held leadership roles with mining giant BHP in Australia and the United States.

5. Don’t end a sentence with a preposition. This grammatical command stems from prepositions needing objects. Prepositions get lonely and need a noun or pronoun buddy to act upon, affect, or reference . The noun or pronoun are the objects of the preposition’s affection, if you will. When you don’t have an object for a preposition, you may get sentences that lack clarity and feel like they were cut off before they ended. For example, pretend I say, “Can we get burgers from?” You’d be waiting for me to finish my sentence to tell you where we’re getting the burgers. The problem is when writers torture a sentence within an inch of its life to avoid ending on a preposition, despite having no issues with clarity. For instance, pretend I write, “Which box does that go in?” The sentence’s meaning is clear despite it ending in a preposition. What to do instead: Avoid ending on a preposition if you’re looking for a formal tone for your document. However, avoid forcing your writing to meet the “don’t end on a preposition” guideline if it results in wordy or awkward sentences. My point in explaining these grammatical rules and when you can (and should) break them is not to arm a sea of rebel writers and overturn grammar practices. I’m not downplaying the practice of good grammar. Rather, my aim is to empower you with the knowledge that you’re not forced into a box with only one way out when you write. But, let’s face it, you can’t break the rules meaningfully and logically unless you learn the rules in the first place. So, learn about grammar. Brush off the dust from Strunk and White’s The Elements of Style (the modern-day “do this and not that” for writing and grammar). When you learn and internalize the “rules,” break them as long as you have a logical and specific reason for doing so. Elizabeth Preston, Ph.D., is an executive consultant for Hurley Write and the producer and co-host of The Writing Docs podcast. Connect with her on LinkedIn .

ELIZABETH PRESTON, from page 11

grammatical logic behind this. Someone simply declared this guideline to be canon. Who is that person? No one knows. However, I’m guessing that person may have been a parent with a toddler who loved telling long-winded stories by stringing together sentences with “and” as well as “but.” If this was the case, then I understand. What to do instead: Consider your reader. Would they find starting with “and” or “but” informal or incorrect? If so, avoid using “and” or “but” at the beginning of sentences and opt for more formal transition words, or connect your sentences with a comma plus “and” or “but.” If you don’t think that your reader cares, break this “rule” if it clarifies the writing or makes it more concise. 3. Paragraphs should be three to five sentences long. The three-to-five-sentence paragraph had good intentions when you learned it in elementary school. It aimed to encourage students in the beginning stages of writing to explain their ideas sufficiently (well, as sufficiently as a second grader can). But, we’ve all moved on from the second grade, and it’s time to move on from the three-to- five-sentence paragraph. What to do instead: Have one main idea per paragraph. When you start a new main idea, start a new paragraph. Your paragraph can be one sentence or seven sentences. Let content and your reader’s desires dictate paragraph length. 4. Avoid any repetition. The idea behind avoiding repetition is to promote a smooth flow in your writing so that a reader doesn’t stop reading. Readers aren’t fans of choppy writing. But today’s readers are often skimming rather than reading documents in their entirety. Repetition acts as a neon- orange sign to readers. What to do instead: Use repetition to emphasize concepts and keywords. Avoid repetition that doesn’t have a logical reason for existing in your document.

THE ZWEIG LETTER DECEMBER 2, 2024, ISSUE 1563

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