Andrea Palladio's Palazzo Chiericati: Public Grandeur on Private Space
Despite his fame, enhanced by his publication of 'The Four Books of Architecture' (1570) and its success in spreading his ideas around the world, Palladio is known more for his country villas—such as the Rotunda, a model for Thomas Jefferson's Monticello—than for his urban palaces. But take a stroll through the streets of Vicenza and his remarkable ability to transform an entire cityscape becomes clear. Among the 16 palaces he built there one sees so much variety that an untrained eye might reasonably conclude they were each designed by different architects. Of these, the Palazzo Chiericati stands out for the exceptional way it harnesses the grandeur and ornament of public buildings in what was originally a private home.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Fast Company
a day ago
- Fast Company
What's your 'change language'? Here are six ways you and your team can talk about change
Gary Chapman, long-time marriage counselor and author of The Five Love Languages, created the 'love languages' model when he realized that romantic partners were expressing love in ways that were unnoticeable or unintuitive to the other. The 'change languages' model offers a similar solution for addressing this same dynamic of miscommunication, but as it shows up in the relational, layered, and systemic work of change. A 'MULTILINGUAL' SOLUTION TO CHALLENGES WITH CHANGE Over the course of a year, I served as a member of a nonprofit's strategic planning committee whose meetings were not unlike what I imagine some of Gary Chapman's marriage counseling sessions to be: confusing and dizzying at best, tense and threatening at worst. At first glance, this friction made no sense: outside of meetings, we had strong rapport, and we were all explicitly and thoroughly excited about the organizational change that this committee was tasked with realizing. But despite our shared commitment to the prospect of change, we struggled to talk about change in our meetings in ways that were mutually understood among the members: we couldn't carry the different needs and priorities that change surfaces. While on that strategic planning committee, I began building out the idea of extrapolating 'love languages' into the domain of change. Similar to how Chapman drew connections across his counseling sessions, I drew connections across change efforts that had faltered or been miscommunicated during my 10-plus years in different roles: classroom teacher, professional development coach, nonprofit board member, union organizer, and organizational consultant. Each role and team always focused on organizational growth and transformation. After being pressure tested in real-world scenarios with clients and colleagues, the change languages were then put in tune to the insights of change-focused thinkers including Lisa Laskow Lahey and Robert Kegan (Immunity to Change), Adrienne Maree Brown (Emergent Strategy), and Damon Centola (Change: How to Make Big Things Happen). THE SIX CHANGE LANGUAGES The following definitions are intended not only to differentiate the six change languages, but also to help you identify which of the six resonate the most. Knowing which change language(s) you prefer to speak is prerequisite to noticing which of the six change languages are being spoken by other people. Big-picture clarity 'How we are at the small scale is how we are at the large scale. What we practice at the small scale sets the patterns for the whole system.' — Adrienne Maree Brown, Emergent Strategy If your change language is 'big-picture clarity,' you feel grounded when you know where and how change is heading from the high-level perspective of systems, as well as when you can foresee how you'll fit within and interact with these changing systems. When making sense of change, you feel compelled to map out a wide perspective on the situation—clarifying intended or potential systemic outcomes, selecting the change management models that align most with your current situation, and perhaps even considering how your experience of change fits within broader political, international, and environmental contexts. Personal security 'It is not change that causes anxiety; it is the feeling that we are without defenses in the presence of what we see as danger that causes anxiety.' — Robert Kegan & Lisa Laskow Lahey, Immunity to Change If your change language is 'personal security,' your own well-being—and the well-being of others—are front of mind. You make sure that no one is left on their own to navigate the consequences of change. When making sense of change, you are driven by the fundamental question, 'After all is said and done, who is and isn't going to be okay?' You'll figure out how change might impact your workload, positionality, pursuit of professional goals, and even baseline employability. You have a strong preference for changes that minimize personal risk. Values alignment 'Don't ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive.' — Howard Thurman If your change language is 'values alignment,' you feel most open to change when you and your team care about the same principles and are moving toward something you all believe in. Your inner senses of morality and purpose rationalize your negotiations with change. When making sense of change, you figure out how change can bolster (or interfere with) your, your team's, and your organization's pursuit of the mission at hand. (In fact, you probably have your org's mission and/or vision statements bookmarked for frequent reference.) To you, change isn't worth pursuing if it isn't evidently aligned with your cause. Sense of continuity 'The art of progress is to preserve order amid change and to preserve change amid order.' — Alfred North Whitehead, Process and Reality If your change language is 'sense of continuity,' you feel stabilized when present and future endeavors are clearly connected to past efforts. You prefer a sense of progress that builds on that past, rather than resets from it. When making sense of change, you listen to confirm that essential elements of the past will show up or matter in some recognizable future form. For example, if a team moves client meetings from an in-person to virtual format, you might want the same staff to be involved (for role preservation) or the tone of the interaction to stay consistent (for social-emotional familiarity). Otherwise, you'll likely lose your bearings in the newness. Careful timing 'Both common sense and scientific evidence agree: repetition is a form of change.' — James Clear, Atomic Habits If your love language is 'careful timing,' you feel most capable when change moves at the pace of trust and readiness: not too fast, not too slow, with space for inevitable relapses, mistakes, and misunderstandings. When making sense of change, even if you resonate with the rationale for implementing a particular change initiative, you might not hop fully onboard until you see a timeline for rolling out that initiative. You want to see change broken up into phases, each one providing time for you to absorb, mess up, learn, adjust, and eventually become ready to move onto the next phase. Fast-paced overhauls are one of your worst professional nightmares. Celebrating growth 'We delight in the beauty of the butterfly, but rarely admit the changes it has gone through to achieve that beauty.' — Maya Angelou If you speak the language of 'celebrating growth,' you feel resilient when progress is affirmed, feedback is given compassionately, and making transformation feels joyful. You don't want change to feel like a chore or task, but rather a source of fulfillment and satisfaction. When making sense of change, you prefer to have a sense of what will likely signal that change is moving in the right direction, so that you can be on the lookout for those signals. When you are in the thick of change, you seek tasks that you want to do, rather than need to do, as well as encouragement that honors your effort, not just your output. When change isn't enjoyable or imaginative, you feel dramatically less committed. What I'm tryoing to say is … Change languages stand to benefit all areas of organizational change, from project management, to leadership development, to conflict resolution. They help us move through change relationally —rather than alone, undignified, or confused. Instead of resisting the fact that different people inevitably become attached to different aspects of change, we can embrace these differences with clarity, and therefore strengthen our chances of arriving somewhere more grounded, more aligned, and ultimately more fulfilled than where we started.
Wall Street Journal
a day ago
- Wall Street Journal
Andrea Palladio's Palazzo Chiericati: Public Grandeur on Private Space
It is hard to think of a single architect's impact on a city that compares with that of Andrea Palladio (1508-80) on Vicenza, near Venice. Despite his fame, enhanced by his publication of 'The Four Books of Architecture' (1570) and its success in spreading his ideas around the world, Palladio is known more for his country villas—such as the Rotunda, a model for Thomas Jefferson's Monticello—than for his urban palaces. But take a stroll through the streets of Vicenza and his remarkable ability to transform an entire cityscape becomes clear. Among the 16 palaces he built there one sees so much variety that an untrained eye might reasonably conclude they were each designed by different architects. Of these, the Palazzo Chiericati stands out for the exceptional way it harnesses the grandeur and ornament of public buildings in what was originally a private home.
CBS News
2 days ago
- CBS News
Pittsburgh firefighters hit the streets for another year of the "Fill The Boot" campaign
If you're driving around the Pittsburgh area today, chances are you'll see firefighters holding up a boot at several intersections, and it's not because they're missing a shoe; they're hoping you'll help. They're filling the boots to raise money for children with muscular dystrophy. "We collect for muscular dystrophy, it's a great cause, and all the money stays here to benefit kids," said Captain Chuck Lewis of the Pittsburgh Bureau of Fire. It's a part of a tradition that has been going strong since 1954, when the International Association of Firefighters made the Muscular Dystrophy Association its official charity. "Twenty years now, and my father used to do it, and my grandfather used to do it," Lewis said. "He started this in the Pittsburgh area back in 1959." That legacy is still going strong on the streets. "I'm just interested in helping out our community," said Elizabeth Cook, one of the many who donated at an intersection during the day. You'll likely see these firefighters around the city all day waving boots at drivers, pedestrians, and anyone else who passes by. If you don't have spare change in the cupholder, there's another way to donate. "Feel free to scan the QR code, it gives you a little background on who MDA is, it's for a good cause, and helps many adults and children with MD," Lewis explained. So, if you see a firefighter holding a boot, whether it's cash, change, or scanning the QR code, every dollar counts.
