Nobody wants to be the person who asks a question that causes everyone else within ear shot to turn and look at them. We spend the early part of our careers trying to prove we deserve a seat at the table, hoping we sound competent, sharp, with just the right amount of confidence. But architecture isn’t a field you get good at by pretending. It’s a craft you grow into by doing, which ultimately leads to asking questions early, often, and sometimes awkwardly. We are going to embrace that process. We’re digging into how architects keep learning after school, what a real internship should feel like, and how long it really takes to get good at what we do. Welcome to EP 175: Stupid Questions.

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Today, Andrew and I are going to be talking about why becoming an architect takes a long time, that this process involves doing a lot of different things, and how "stupid" questions play an important role in the education process of everyone in this profession. Just to get this out of the way, I am admitting here and now that I ask stupid questions all the time – maybe not as often as I used to, but they’re still there.

The Myth of Knowing Everything jump to 3:51

Architecture school is a beginning, not an ending — a place where students are exposed to broad ideas, creative problem-solving, and the early language of the built environment. But the idea that graduation signals readiness for professional practice is a myth. Schools tend to focus heavily on conceptual design, theoretical frameworks, and academic critiques, with far less emphasis on the realities of technical documentation, consultant coordination, regulatory compliance, or contract administration. According to the National Architectural Accrediting Board (NAAB), while accredited programs must address professional competencies, mastery of technical skills is not expected upon graduation. The gap between academia and practice isn’t a flaw — it’s an acknowledgment that architecture is too vast to teach all at once. True expertise comes from layering education with experience, not from assuming a degree makes you "complete."

Understanding this myth matters because it reframes early career experiences from imposter syndrome into opportunity. If graduates expect to know everything, they’ll view asking questions as a failure; if they expect to still be learning, questions become the most important tool they have. According to a survey by the American Institute of Architects (AIA) Emerging Professionals Committee, 78% of young architects reported feeling “unprepared” for the technical and managerial aspects of practice upon graduation. Yet, firms consistently report that curiosity, not technical perfection, predicts long-term success. Accepting that you won’t know it all — and that you're not supposed to — builds the humility and resilience needed to become a great architect. The myth is persistent, but the truth is far more empowering.

It turns out that the real measure of growth isn’t how many answers you can recite, but the kinds of questions you’re willing to ask.

"Judge a man by his questions rather than by his answers."

— Voltaire

This quote emphasizes the point that questions are more important than knowing all the answers — a perfect fit for reframing graduation not as mastery, but as the start of real learning. It aligns with breaking the myth that you're supposed to "know it all" after school.

Learning on the Job: Interns jump to 13:46

Internships are often misunderstood by both students and firms. They aren’t simply about cheap labor or task delegation; they are an essential stage in transforming theoretical knowledge into applied skill. A well-structured internship fosters structured exposure to different phases of work: schematic design, construction documentation, consultant coordination, site visits, and client meetings. In 2021, the NCARB "By the Numbers" report highlighted that interns typically need exposure across 96 key tasks to qualify for licensure — spanning everything from code research to managing project budgets. Internships that invite "stupid questions" and allow young architects to see how drawings become buildings accelerate their growth exponentially. Learning happens fastest when interns feel safe asking what they don't understand without fear of looking foolish.

This matters because architecture is a practical discipline built on experience, not just intellect. Good interns aren’t those who magically know everything; they’re the ones who know how to close the gaps between what they know and what they need to know. Mentorship and guided experience are what make the difference. A study published in The Journal of Architectural Education found that interns who were encouraged to ask questions and engage directly with project architects reported a 34% faster gain in job competencies compared to peers in more hierarchical, closed environments. Firms that treat interns as active learners — not passive drafters — not only invest in future talent but also improve project outcomes today by encouraging curiosity-driven quality control.

When you’re early in your career, asking what feels like a 'stupid' question might sting for a moment, but staying silent guarantees you miss the chance to learn.

"He who asks a question is a fool for a moment; he who does not ask remains a fool forever."

— Confucius

This quote speaks directly to the momentary discomfort of asking "stupid questions" during internships — but makes it clear that not asking is a far worse long-term mistake. It naturally fits into the section about embracing questions as part of on-the-job growth.

https://www.lifeofanarchitect.com/are-college-grads-ready-for-the-working-world/

The Long Game jump to 25:24

There’s a brutal but liberating truth about architecture: it takes 5–10 years of full-time practice to get good. Not “good at SketchUp,” not “good at detailing” — but good in the holistic sense of being able to juggle design, documentation, consultant management, permitting, and construction issues simultaneously. Malcolm Gladwell’s famous "10,000-Hour Rule," introduced in Outliers, popularized the idea that mastery of complex skills typically demands a decade of focused practice. In architecture, these 10,000 hours come not from repetition alone but from layering projects, teams, and lessons learned across many different building types and scales. There’s no shortcut: skill is compounded experience.

Recognizing this time horizon matters because it changes expectations and encourages persistence. The early years of an architecture career can feel overwhelming, marked by unfamiliar situations and daily mistakes. But viewed through the lens of a long journey rather than immediate proficiency, those mistakes become the raw material of growth. According to an NCARB 2023 study, architects who reported higher job satisfaction also reported having longer mentorship relationships and more diverse project exposure early in their careers — reinforcing the idea that sticking with it matters. Understanding the long game helps frame "stupid questions" not as signs of incompetence, but as natural milestones on the road to real expertise.

Getting good at architecture isn’t about memorizing facts — it’s about building a mindset where asking better questions becomes a lifelong habit.

"The art and science of asking questions is the source of all knowledge."

— Thomas Berger

Since this section emphasizes that it takes years (and ongoing questioning) to truly get good, Berger’s quote about questioning being the source of all knowledge reinforces the long view — that mastering architecture is built on continuous inquiry over time.

https://www.lifeofanarchitect.com/architecture-and-the-art-of-getting-it-wrong/

Collaborative Work jump to 34:48

Architecture is collaborative by nature, involving a matrix of disciplines that no single individual can fully master. Structural engineers, civil engineers, MEP consultants, contractors, landscape architects, interior designers — each brings critical expertise to the project, and successful architects must integrate and coordinate it all. A McKinsey Global Institute report on construction industry productivity found that collaborative, multi-disciplinary teams outperform siloed teams by 25–30% in project quality and delivery time. Architects who accept that they cannot and should not know everything open the door to better projects through better questions. Collaboration isn’t a sign of weakness — it’s a strategy for excellence.

This matters profoundly because architecture isn’t a test of individual genius; it’s a team sport that demands humility, clarity, and communication. Pretending to know answers you don't have — or being too proud to ask — often leads to critical errors. Conversely, asking “stupid questions” during coordination meetings can save millions in change orders and delays. According to a 2022 Dodge Data & Analytics SmartMarket Report, early collaboration among disciplines is directly linked to a  17% reduction in major field rework. Questions aren’t interruptions to the process; they are the process. The sooner architects normalize asking and listening across specialties, the stronger and more successful their projects will be.

When working with others, the real mistake isn’t asking a naïve question — it’s pretending to know something and missing the chance to get it right.

"The only real mistake is the one from which we learn nothing."

— Henry Ford

This quote fits perfectly because collaboration in architecture is all about continuous learning — not pretending you know everything. When architects or teams hide gaps, mistakes compound; when they ask questions, they improve.