This chapter discusses the transformational design employed by John Beard in the construction of a new building for the Fountain House. The term transformational in this context focuses on the cultural and structural predispositions of the environment—particularly of the staff workers—that support individual members' motivation, empowerment, and change. Staff workers had to transform these social processes into something inviting and reassuring as possible, in order to be effective in engaging the members. In addition to the motivational coaching conducted by the staff workers, the design is framed within the fundamental principles of the Fountain House working community, which include the implementation of the workday framework; integration of the notion of the need to be needed; evocation of member choice; as well as forming mutual relationships for planning and execution of activities.
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