strategy+business, May 11, 2018
by Theodore Kinni
In late 1934, a department store magnate named Edgar Kaufmann engaged Frank Lloyd Wright to design a weekend home in the woods an hour or so southeast of Pittsburgh. It was a huge boon for Wright — his reputation had waned, commissions had dried up in the Depression, and his home and studio were threatened with foreclosure. The architect visited the Kaufmann site, asked for a survey, and then, the story goes, didn’t do a damn thing.
Nine months later, Kaufmann unexpectedly visited Wright’s studio to look at the design for his new home, which, he had been told, was progressing beautifully. Wright reportedly put pencil to paper for the first time. Two hours later, he presented Kaufmann with a plan for Fallingwater, an acknowledged masterpiece of residential architecture.
“The only way to explain the nine months Wright spent not working on Fallingwater is by procrastination’s perverse logic. Nothing was the only thing that could be done in such a situation,” writes Andrew Santella in Soon, his engaging, meandering, and, of course, overdue exploration of the behavioral tic...read the rest here
Nine months later, Kaufmann unexpectedly visited Wright’s studio to look at the design for his new home, which, he had been told, was progressing beautifully. Wright reportedly put pencil to paper for the first time. Two hours later, he presented Kaufmann with a plan for Fallingwater, an acknowledged masterpiece of residential architecture.
“The only way to explain the nine months Wright spent not working on Fallingwater is by procrastination’s perverse logic. Nothing was the only thing that could be done in such a situation,” writes Andrew Santella in Soon, his engaging, meandering, and, of course, overdue exploration of the behavioral tic...read the rest here
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