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OPINION
Normalize disruption
If we want to build the next class of critical thinkers in the AEC industry, we must not only encourage, but coach, disruptive thinking.
W e’ve all heard the classic gray-haired engineer say, “Nobody thinks anymore.” I don’t have gray hair, yet, but I’ve caught myself saying the same thing. The challenge we face in the architecture, engineering, and construction industry isn’t a lack of hard work or technical expertise. Fundamentally, it is a shortage of engagement with bright minded critical thinkers.
Michael Makris, P.E.
So how do we create more critical thinkers? It’s simple: We make space for our people to think critically. We encourage disruption and we allow the bright minds entering the work force to challenge the status quo. We need to STOP asking our young professionals to “learn the ropes” before they are allowed to question them. The AEC industry is evolving faster than ever before. Innovation within AEC firms is no longer optional – it is essential. It’s time we normalize disruption and actively invite our youngest (and brightest) minds to rethink how we work and why. Here’s how you can normalize disruption in your firm: ■ Invite the disruption. Create a culture that rewards curiosity. Encourage team members
to test new processes or explore emerging software. Empower young professionals not only to explore new ideas but to build a business case for change. At BHC, we’ve found a powerful way to invite disruption early in one’s professional career – through our intern program. The program gives us an audience of intelligent, motivated future professionals. It allows us to identify, mentor, and develop the next class of business disruptors, while challenging us to think and respond differently. Each summer, we pair our interns with an innovation project. The project is identified by our team members as an area ripe for improvement
See MICHAEL MAKRIS, page 4
THE ZWEIG LETTER MAY 12, 2025, ISSUE 1585
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