Workplace Strategies And Facilities Management Building In Value Building Value Rick Best

Workplace Strategies And Facilities Management
Building In Value Building Value Rick Best
download
https://ebookbell.com/product/workplace-strategies-and-
facilities-management-building-in-value-building-value-rick-
best-1714510
Explore and download more ebooks at ebookbell.com

Here are some recommended products that we believe you will be
interested in. You can click the link to download.
Strategic And Sustainable Management Of Workplace Facilities 1st
Edition Yewande Adewunmiabolarinwa
https://ebookbell.com/product/strategic-and-sustainable-management-of-
workplace-facilities-1st-edition-yewande-adewunmiabolarinwa-108783932
Mental Health In The Workplace Strategies And Tools To Optimize
Outcomes Michelle B Riba Sagar V Parikh John F Greden
https://ebookbell.com/product/mental-health-in-the-workplace-
strategies-and-tools-to-optimize-outcomes-michelle-b-riba-sagar-v-
parikh-john-f-greden-56934588
Coaching In The Workplace A Pocket Guide Of Strategies And Tools For
Powerful Change Spi Tim Hallbom
https://ebookbell.com/product/coaching-in-the-workplace-a-pocket-
guide-of-strategies-and-tools-for-powerful-change-spi-tim-
hallbom-2096654
Hybrid Workplace Hacks Strategies To Set Up And Lead Successful
Inperson And Remote Teams 2nd Edition Scott Stein
https://ebookbell.com/product/hybrid-workplace-hacks-strategies-to-
set-up-and-lead-successful-inperson-and-remote-teams-2nd-edition-
scott-stein-47232402

Workplace Communication For The 21st Century Tools And Strategies That
Impact The Bottom Line 2 Volumes Tools And Strategies That Impact The
Bottom Line Jason S Wrench
https://ebookbell.com/product/workplace-communication-for-the-21st-
century-tools-and-strategies-that-impact-the-bottom-line-2-volumes-
tools-and-strategies-that-impact-the-bottom-line-jason-s-
wrench-51138444
The Bullyproof Workplace Essential Strategies Tips And Scripts For
Dealing With The Office Sociopath 1st Edition Peter J Dean
https://ebookbell.com/product/the-bullyproof-workplace-essential-
strategies-tips-and-scripts-for-dealing-with-the-office-sociopath-1st-
edition-peter-j-dean-5856548
The Green Workplace Sustainable Strategies That Benefit Employees The
Environment And The Bottom Line 1st Edition Leigh Stringer
https://ebookbell.com/product/the-green-workplace-sustainable-
strategies-that-benefit-employees-the-environment-and-the-bottom-
line-1st-edition-leigh-stringer-1369782
Social Thinking At Work Strategies For Understanding And Navigating
The Workplace 2nd Edition 2nd Michelle Garcia Winner
https://ebookbell.com/product/social-thinking-at-work-strategies-for-
understanding-and-navigating-the-workplace-2nd-edition-2nd-michelle-
garcia-winner-58391876
Understanding Emotional Intelligence Strategies For Boosting Your Eq
And Using It In The Workplace Frances Kay Neilson Kite
https://ebookbell.com/product/understanding-emotional-intelligence-
strategies-for-boosting-your-eq-and-using-it-in-the-workplace-frances-
kay-neilson-kite-48873302

Workplace Strategies and Facilities Management

Workplace Strategies and
Facilities Management
Edited by Rick Best, Craig Langston
and Gerard de Valence
OXFORD AMSTERDAM BOSTON LONDON NEW YORK PARIS
SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO

Butterworth-Heinemann
An imprint of Elsevier Science Limited
Linacre House, Jordan Hill, Oxford OX2 8DP
200 Wheeler Road, Burlington MA 01803
First published 2003
Copyright © 2003, Elsevier Science Ltd. All rights reserved
Chapter 13, Copyright © 2003, Kaye Remington
Chapter 19, Copyright © 2003, Adrian Leaman
No part of this publication may be reproduced in any material form (including
photocopying or storing in any medium by electronic means and whether
or not transiently or incidentally to some other use of this publication) without
the written permission of the copyright holder except in accordance with the
provisions of the Copyright, Designs and Patents Act 1988 or under the terms of
a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road,
London, England W1T 4LP. Applications for the copyright holder’s written
permission to reproduce any part of this publication should be addressed
to the publisher
Permissions may be sought directly from Elsevier’s Science and Technology Rights
Department in Oxford, UK: phone: (+44) (0) 1865 843830; fax: (+44) (0) 1865 853333;
e-mail: permissions@elsevier.co.uk. You may also complete your request on-line via the
Elsevier Science homepage (http://www.elsevier.com), by selecting ‘Customer Support’
and then ‘Obtaining Permissions’.
British Library Cataloguing in Publication Data
Workplace strategies and facilities management
1. Facility management 2. Building – Cost control
I. Best, Rick II. Langston, Craig III. De Valence, Gerard
658.2
Library of Congress Cataloging in Publication Data
A catalog record for this book is available from the Library of Congress
ISBN 0 7506 51504
For information on all Butterworth-Heinemann publications
visit our website at www.bh.com
Composition by Genesis Typesetting Limited, Rochester, Kent
Printed and bound in Great Britain

Contents
Acknowledgements xi
List of Contributors xiii
Foreword xix
Preface xxi
1. Continuous improvement 1
Rick Best, Craig Langston and Gerard de Valence
1.1 Introduction 1
1.2 Competencies and areas of expertise 2
1.3 Key concerns 3
1.4 Conclusion 7
References and bibliography 7
PART 1
2. Defining facilities 11
Stuart Smith
Editorial comment 11
2.1 Introduction 12
2.2 Context 12
2.3 The workplace is dead, long live the workplace 13
2.4 The sustainable workplace 14
2.5 Defining facilities – an organizational view 14
2.6 Defining facilities – a vehicle of change 17
2.7 Defining the facility – a product view 18
2.8 Defining facilities – a stakeholder view 21
2.9 Defining facilities – evaluating the risk 23
2.10 Defining facilities – a technological view 25
2.11 Conclusion 26
3. Facility management as an emerging discipline 30
Ilfryn Price
3.1 Why a history? 31
3.2 Research methods 32
3.3 The 1970s: first signs 33
3.4 The 1980s: a decade of dispersal 34
3.5 Interlude: professional bodies 40
3.6 Conclusion 46
Endnotes 46

Contents
vi
4. The development of facility management 49
Ilfryn Price
4.1 Introduction 50
4.2 The UK FM market 50
4.3 Academic and professional developments 51
4.4 Developing practice 52
4.5 Defining FM 53
4.6 Developing knowledge 53
4.7 Development paths for FM 58
4.8 Back to the future 61
4.9 Conclusion 62
Endnotes 63
PART 2
5. Strategic management 69
Danny Shiem-Shin Then
5.1 Introduction 70
5.2 The context of real estate and facility management (RE/FM) 71
5.3 Key organizational variables 75
5.4 An integrated resource management framework 76
5.5 The crucial link between work and the workplace 77
5.6 Conclusion 78
6. Space management 81
Alison Muir
6.1 Introduction 82
6.2 Information gathering 82
6.3 Analysis and synthesis of ‘design’ 94
6.4 Space indicators 95
6.5 Space management 98
6.6 Conclusion 98
Glossary of terms 98
Appendix. Systems furniture assessment 102
7. Information management 104
Stuart Smith
7.1 Introduction 105
7.2 What is FM technology? 106
7.3 Technology development 107
7.4 Efficiency and effectiveness – end result or starting point? 109
7.5 Technology, people and strategy 112
7.6 Building systems focus 115
7.7 The IT infrastructure for FM technology 120
7.8 Case study examples 123

Contents vii
7.9 Futures 123
7.10 Conclusion 125
8. Risk management 128
Deepak Bajaj
8.2 Broad principles of risk management and risk identification 131
8.3 Risk response 140
8.4 Contingency planning 142
8.5 Developing and documenting a risk management plan 143
8.6 Conclusion 143
9. Human resource management 146
Suzanne Wilkinson and David Leifer
9.2 What is human resource management? 147
9.3 Management theories and human resource management strategies 148
9.4 Human resource management functions 151
9.5 Conclusion 159
Appendix 161
10. Financial management 164
Craig Langston
10.2 Strategic planning 165
10.3 Market analysis 166
10.4 Feasibility studies 167
10.5 Budgeting 171
10.6 Cost planning 173
10.7 Cost control 174
10.8 Feedback and performance assessment 174
10.9 Conclusion 175
11. Operations and maintenance management 177
Mohammad A. Hassanain, Thomas M. Froese and Dana J. Vanier
11.2 Maintenance information management 179
11.3 Maintenance management operations process model 182
11.4 Conclusion 200
Appendix 202
12. Portfolio management 206
Geert Dewulf, Lydia Depuy and Virginia Gibson

Contents
viii
12.2 The dynamic context of the portfolio 208
12.3 Prepare for future changes 211
12.4 Conclusion 218
13. Project management 220
Kaye Remington
13.2 The human factor 221
13.3 Stakeholder ‘mind mapping’ 222
13.4 Responding to stakeholders’ needs 223
13.5 Project objectives and project success 224
13.6 The project plan 225
13.7 Project organization 236
13.8 Project risk 236
13.9 Implementing and controlling 237
13.10 Managing non-contractual relationships 237
13.11 Project reporting 238
13.12 Project closure 238
13.13 Post project review 238
13.14 Conclusion 239
14. Asset management 241
Bernie Devine
14.2 Asset management 242
14.3 Asset registers and configuration management 243
14.4 Current business need for infrastructure 245
14.5 IT 247
14.6 Industry transformation – corporate real estate (CRE) portal technology 249
14.7 Conclusion 253
Endnotes 254
15. Conflict avoidance and resolution in the construction industry 255
Linda M. Thomas-Mobley
15.2 The genesis of conflict 257
15.3 Global distinctions 265
15.4 Conclusion 265
16. Quality management 268
Gerard de Valence
16.2 What is quality? 270
16.3 TQM 271
16.4 Best practice 272

Contents ix
16.5 Benchmarking 272
16.6 Building quality assessment (BQA) 274
16.7 POE 275
16.8 Conclusion 276
PART 3
17. Democracy in design? 281
Geert Dewulf and Juriaan van Meel
17.2 Approaches to user involvement 283
17.3 A situational awareness 288
17.4 Lessons/‘notions’ for further research 289
Endnote 290
18. Leading change through effective communication 292
Tom Kennie
18.2 Diagnosis phase 293
18.3 Implementation phase 299
18.4 Reflection and learning 306
18.5 Key leadership and communication lessons for change projects 307
18.6 Conclusion 307
19. Productivity improvement 309
Adrian Leaman
19.2 Methods 311
19.3 Findings 313
19.4 A broader perspective 316
20. Integrated building models 320
Robin Drogemuller
20.2 What is an integrated building model? 321
20.3 Why integrated building models? 321
20.4 Interoperability 323
20.5 Integrated building models and aspect models 324
20.6 Modelling concepts and languages 326
20.7 Industry foundation classes 326
20.8 Archiving 328
20.9 Computer-aided facility management (CAFM) 328
20.10 Information flow through the project lifecycle 329
20.11 Conclusion 336

Contents
x
21. Sustainability and environmental assessment 337
Craig Langston and Grace Ding
21.2 Building environmental assessment methods 339
21.3 The role of building environmental assessment methods in FM 341
21.4 A critique of the building environmental assessment methods 342
21.5 A way forward 346
21.6 Conclusion 349
22. Resource efficiency 352
Kirsty Máté
22.2 Waste minimization 353
22.3 Relocation and refurbishment 354
22.4 Occupation 361
22.5 Energy 368
22.6 Relocation and refurbishment 368
22.7 Occupant concerns 372
22.8 Conclusion 375
23. Outsourcing 378
Constantine J. Katsanis
23.2 The practice of outsourcing 380
23.3 Outsourcing: the dynamics of innovation adoption 381
23.4 The structure of the FM industry and outsourcing 386
23.5 Innovation in the FM industry: network organizations 387
23.6 Future organizational structures and outsourcing in the FM arena 388
23.7 Advantages and disadvantages of outsourcing 391
23.8 Conclusion 392
Endnotes 392
24. The future of facilities management 395
Gerard de Valence, Craig Langston and Rick Best
24.1 The dilemma 395
24.2 The debate over the future of FM 397
24.3 Industry growth 399
24.4 The answer to the dilemma in parts 401
24.5 Conclusion 402
Index 405

Acknowledgements
We would like to thank some people who have helped in various ways in the production
of this book.
Jackie Holding, who helped so much with the second volume and stayed with us
through the long process of producing this volume, and Alex Hollingsworth, who believed
us when we kept saying that it would, eventually, be finished.
Associate Professor Steve Harfield at the Faculty Design Architecture and Building at
University of Technology Sydney for his assistance with the whole project.
Sally Beech who worked above and beyond the call of duty in preparing the many
charts and diagrams.
All the contributors who accepted our criticism and suggestions with good humour, and
kept their faith in our ability to complete the job.

List of Contributors
Editors
Rick Best – Senior Lecturer at the University of Technology Sydney (UTS). He has
degrees in architecture and quantity surveying, and his research interests are related to low
energy design, information technology in the AEC industry and energy supply systems.
He recently completed a Masters degree for which he investigated the potential of
cogeneration and district energy systems in Australia. He has begun research for a PhD
that looks at comparative costs of construction in an international context.
Craig Langston – Professor of Construction Management at Deakin University, Geelong,
Australia. Before becoming an academic, he worked for nine years in a professional
quantity surveying office in Sydney. His PhD thesis was concerned with life-cost studies.
He developed two cost-planning software packages (PROPHET and LIFECOST) that are
sold throughout Australia and internationally, and is the author of two textbooks
concerning sustainable practices in the construction industry and facility management.
Gerard de Valence – Senior Lecturer at UTS. He has an honours degree in Economics
from the University of Sydney. He has worked in industry as an analyst and economist.
His principle areas of research activity and interest include the measurement of project
performance, the study of economic factors relevant to the construction industry, the
analysis of the construction industry’s role in the national and international economy, the
study of interrelationships between construction project participants and the impact of
emerging technologies.
Contributors
Deepak Bajaj – Course Co-ordinator of Project Management at UTS. He has a diverse
technical, research and business background, with over 15 years of combined experience in
contracting, consulting and academia, and has worked in the construction industry
internationally with contractors on a range of projects and project types. He has an
Engineering degree, a Masters in Construction Management. His PhD was in the area of
strategic risk management, focusing on the development of a risk-averse business strategy
in the procurement of constructed facilities.

This Page Intentionally Left Blank

xiv
Lydia Depuy – Project Manager with Fortis Real Estate Development, previously a
researcher in the Department of Real Estate and Project Management at Delft University
of Technology. From 1998 until 2000 she worked on a project dealing with real estate
portfolio management originating within public organizations, part of a long-term co-
operative effort between the Dutch Government Buildings Agency (GBA) and Delft
University of Technology.
Bernard Devine – Managing Director of Butler and Devine Management Services in
Sydney. He is a leader in asset management, property, support services and e-business
solutions, with over 20 years’ experience in the corporate real estate sector, during which
he has advised some of Australasia’s largest property owners on strategic and operational
issues. He is a qualified accountant and economist with extensive experience in business
case development, business process outsourcing, systems implementation, and property
selection and management.
Geert Dewulf – Professor of Planning and Development and Chair of the Department of
Construction Process Management in the Faculty of Technology and Management at the
University of Twente, and an independent consultant on workplace strategies and
corporate real estate.
Grace Ding – Lecturer in Construction Economics at UTS. She has a Diploma from Hong
Kong Polytechnic, a Bachelors degree in quantity surveying from the University of Ulster
and a Masters degree by thesis from the University of Salford. She has practised as a
Quantity Surveyor in Hong Kong, England and Australia. Grace is currently completing
a PhD study at UTS, and is involved in research and teaching in the area of environmental
economics and general practice.
Robin Drogemuller – originally trained as an architect, he worked as architect and project
manager in public and private practice. He gained additional qualifications in mathematics
and computing, and taught at the Northern Territory University and James Cook
University before moving to the Commonwealth Scientific and Industrial Research
Organisation (CSIRO) where he leads a group developing software to support design and
construction. He is heavily involved in the technical development of information
exchange standards through the International Alliance for Interoperability and the STEP
groups.
Thomas Froese – Associate Professor in the Department of Civil Engineering at the
University of British Columbia (UBC), Vancouver, Canada. His interests are in
construction management and computer applications, and he teaches undergraduate and
graduate courses in construction, project management and computer applications for civil
engineering. His research centres on computer applications and information technology to
support construction management, particularly information models and standards of
construction process data for computer-integrated construction. Thomas originally studied
Civil Engineering at UBC before obtaining his PhD from Stanford University in 1992.
Virginia Gibson – Land Securities Trillium Fellow and Director of an innovative Post-
Experience Masters programme in Corporate Real Estate and Facilities Management in
the Department of Real Estate and Planning at the University of Reading. She has been
involved in numerous research projects related to the way real estate is held, used and
managed by both private and public sector organizations. She is also a member of the

List of Contributors xv
RICS Research Advisory Board and Corporate Occupiers Management Group, a member
of the Editorial Board for the Journal of Corporate Real Estate and Editor of Management
Digest.
Mohammad A. Hassanain – Assistant Professor at the Department of Architectural
Engineering, King Fahd University of Petroleum and Minerals, Saudi Arabia. His research
interests are in information technology, facilities management, building systems and
technologies. He earned his MSc and BSc in Architectural Engineering from King Fahd
University of Petroleum and Minerals, Saudi Arabia. Mohammad obtained his PhD from
the University of British Columbia, Vancouver, Canada, specializing in facilities
engineering and management.
Constantine J. Katsanis – Associate Professor in the Faculty of Engineering and Applied
Science at Ryerson University where he teaches project management and building
economics. He received his academic training in civil and building engineering at
Concordia University, and advanced training in engineering management and business
management at The George Washington University and University of Montreal, where he
completed his PhD. His current research focuses on network organizations, models of
organizational strategy and structure for AEC firms, and the impact of technology and
management practices on productivity.
Tom Kennie – a founding Director of the Ranmore Consulting Group, a visiting Professor
within the Facilities Management Graduate Centre (FMGC) at Sheffield Hallam
University and also an Adjunct Professor at the University of Technology Sydney. He is
a Vice President of the International Federation of Surveyors. Ranmore specialize in
supporting professional service organizations to enhance their business performance,
using a range of interventions at board, team and individual levels.
Adrian Leaman – runs Building Use Studies, a UK-based consultancy that specializes in
building monitoring and occupant feedback from the users’ point of view. The aim is to
improve buildings through better briefing for designers and managers, and more concern
for occupants’ needs. Details of the work and services may be found on
www.usablebuildings.co.uk
David Leifer – is co-ordinator of the Masters Programme in Facilities Management at
Sydney University, and a director of FM Solutions Pty in Brisbane, Australia. He is a
registered architect and an incorporated engineer and has a PhD. He was formerly
Queensland Chairman of both the Facility Management Association, and the Chartered
Institution of Building Services Engineers. He previously lectured in facilities manage-
ment at both the University of Brisbane and the University of Auckland.
Kirsty Máté – has a Bachelor of Architecture and Masters in Design. Her design
background covers architecture, interior design and exhibition design, and she now runs
her own consultancy in sustainable design, working with various companies on eco
design. She was responsible for the first exhibition in Australia that combined design and
environmental concerns under the one roof, and has had considerable influence in
bringing environmental issues to the notice of corporate management.
Alison Muir – originally trained in interior design, she managed interior design groups in
both the public and private sector in Sydney. Later, as First Assistant Secretary for the

xvi
Department of Administrative Services in Canberra, she developed her strategic facilities
management skills, and now teaches Facility Planning at the University of NSW. She is
a graduate of the Australian Institute of Company Directors, and a member of the Facility
Management Association of Australia. Currently she is a partner in a private architectural
and project management company in Sydney.
Ilfryn Price – originally a geologist, he spent 18 years in the oil industry, managing
exploration, research and ultimately Business Process Review. He has been developing
facilities related research at Sheffield Hallam since 1993 while also developing
contributions to the theory and practice of complexity and memetics in organizations. He
is co-author of the RICS guidelines on Practice Management, one book and numerous
research papers.
Kaye Remington – after initial studies in structural engineering, she graduated in
architecture from the University of Melbourne; now teaching in the Masters of Project
Management programme at UTS. Since 1970 she has managed projects, programmes and
portfolios in the fields of engineering, architecture, and, more recently, education,
organizational change and development. Her post-graduate studies have been in the fields
of psychology, social anthropology and organizational sociology.
Stuart Smith – holds a BSc, MSc and MMgt. He was formerly with the Physics
Department at Macquarie University in Sydney before moving to a large facility
management practice. He now runs his own intelligent building consultancy and has
written extensively on the concept of intelligent buildings.
Danny Then – Associate Professor, Facility Management, Maintenance and Operations,
in the Department of Building Services Engineering at Hong Kong Polytechnic University
and current co-ordinator of CIB Working Commission W70 (Facilities Management and
Maintenance). He has consulted and published widely in various areas of built assets
management, strategic asset management and facilities management. He set up some of
the first postgraduate courses in Facility Management in the UK and Australia before
taking up his present post in Hong Kong.
Linda M. Thomas-Mobley – Assistant Professor, College of Architecture, Georgia
Institute of Technology. She teaches in the areas of construction law, construction
contracts, cost management, facility management, and safety and environmental issues.
She holds a BS and MS in Civil Engineering as well as a Juris Doctor in Law and a PhD
in Architecture. Her research interest includes indoor environment remediation, sick
building syndrome and mould growth in buildings, and the application of artificial
intelligence to construction and facility management problems.
Dana Vanier – Senior research officer with the Institute for Research in Construction,
National Research Council Canada. He is involved in strategic and client research in the
area of service life/asset management. He is internationally recognized in the fields of
information technology and asset management in construction, and is a leading authority
in a number of fields including computer-aided design, visualization and standards
processing. He is also an Associate Editor of the ITCON Journal, the first scientific, peer-
reviewed journal on information technologies on the World Wide Web, and an adjunct
professor at the University of British Columbia.

List of Contributors xvii
Juriaan van Meel – Assistant Professor at the Department of Real Estate and Project
Management of the Delft University of Technology in the Netherlands. He is also a partner
of the Inter-Cultural Office Planners (ICOP) workplace consultants where he is involved
in the design and implementation of alternative office solutions. He is a regular speaker
at conferences and co-author of a number of publications on office design including The
Office, The Whole Office and Nothing but The Office’ (1999) and The European Office
(2000).
Suzanne Wilkinson – a qualified and experienced civil engineer with a degree in Civil
Engineering and a PhD in Construction Management, both from Oxford Brookes
University, UK. She now works as a senior lecturer in engineering management at the
University of Auckland where she is responsible for courses in project management,
construction management, engineering administration and construction law. Her research
interests are in the fields of project management, human resource management and law
specifically as they apply to international construction industries.

Foreword
The tradition has been to measure economic growth of a country or a company by the level
of capital. In today’s knowledge economy, knowledge capital is more important. Some of
the returns to this investment can be measured; others cannot, though they are no less
important. The quantity and availability of information is growing and many businesses
are facing information overload. The knowledge economy is growing in importance with
people (and their knowledge) being the most valuable commodity. There will be at least
1 billion university graduates in 2020 compared with a few million in 1920. There will be
several billion more sophisticated customers by 2020, who will be better informed and
more demanding than ever before. The enlightened customer is driving change. We need
to find ways of building and maintaining facilities more safely, to a lower unit cost, and
with more certainty, which give value for money.
Globalization, connectivity, and information management are all phrases used to
explain the changes that we see around us. The workplace is very different today from that
of, say, three decades ago. At that time, how many had heard of electronic mail, the fax
machine, or the photocopier?
There are fundamental changes in methods of working and the workplace itself. Whilst
new ‘managements’ have appeared: facilities management, space management, informa-
tion management, risk management, human resource management, asset management and
so on, knowledge has remained vital, never more so than in today’s knowledge
economy.
Today’s facilities managers gather, store and use data about assets, their operation and
maintenance, increasingly relying on information technology for data capture, storage and
retrieval. Yet the human factor remains a vital part of the process, a point reiterated many
times throughout this book.
We know that people may choose to share or conceal knowledge, and that some
individuals find it difficult to share knowledge. Their tacit knowledge is personal and
context specific and so is difficult to formalize and communicate. It is deeply rooted in an
individual’s action and experience, ideals, values, or emotions. Therefore, the manage-
ment of that knowledge involves the management of people and their work environments,
and the exchange of knowledge rather than the collection. This makes workplace
strategies very important.
Sustainability and whole life thinking demands knowledge of a facility from the cradle
to the grave. Facility management integrated into the value chain is an important step,
not only for the facilities management profession, but also for the sector and for a
sustainable future.

This book is excellent. I wholly commend the contents to you; it gives knowledge, it
deals with challenges for today and takes the thinking into tomorrow. It deals with theory
and practice in a straightforward way, providing tools and techniques. Most importantly,
the book gives knowledge on how we can change to serve our clients better.
Roger Flanagan
University of Reading

Preface
This is the third and final book in a series devoted to the concept of value in buildings and
how those who are involved in building procurement may ultimately produce buildings
that represent the best ‘value-for-money’ outcomes. Like its companion volumes, it is
intended both for students in construction and property-related courses at tertiary level,
and as a useful resource for industry professionals, particularly those who are working in
the broad field of facility management.
The range of topics that have been included is based on the competencies that are
generally recognized as relevant to facility management. As facility management
embraces many activities, from routine building maintenance to strategic management of
real property there is great diversity in the material addressed by the various authors. The
aim of the book is, however, in line with those of the first two, i.e., to present, in a single
volume, an introduction to many of the facets of value in buildings, specifically those that
are the concern of the emerging discipline of facility management. Where the previous
volumes considered value for money in the pre-design, and design and construction
phases of buildings, the focus here is on value for money as it relates to buildings in use.
The reference and bibliography lists at the end of each chapter give readers a starting point
for further study of selected topics while most chapters are introduced by a short editorial
piece that establishes the connection between the material discussed in individual chapters
and the central theme of ‘building in value’.
The book is broken into three parts: the first part sets the scene by discussing what
facilities are and how the management of facilities has emerged as a professional
discipline in recent years, the second outlines the various competencies that are required
of modern facility managers, while the third looks at the factors that are driving change
in the discipline including vital concerns such as sustainability, outsourcing and improving
productivity in the workplace.
Contributions have come from many countries including Australia, New Zealand, Hong
Kong, the USA, UK, Canada and The Netherlands – and the authors once again include
academics and practitioners.
We believe that this book complements the others in the series and that together they
provide a very useful introduction to the overall topic of value for money in buildings and
how that may be achieved by the many individuals who contribute to the conception,
design, construction and ongoing management of built facilities. We hope that this book

Preface
xxii
and its companions will assist academics, students and professionals alike to better
understand how value is embodied in buildings and how that value can be maximized for
the good of building owners and occupants, and for the benefit of society at large.
Rick Best
Craig Langston
Gerard de Valence

1
Continuous improvement
Rick Best,* Craig Langston†
and Gerard de Valence*
1.1 Introduction
C-l-e-a-n, clean, verb active, to make bright, to scour. W-i-n, win, d-e-r, der, winder,
a casement. When the boy knows this out of the book, he goes and does it.
(Charles Dickens, Nicholas Nickelby, chapter 8)
The rather novel approach to education adopted by Mr Wackford Squeers embodies an
equally novel approach to the management of the facility known as Dotheboys Hall. It
also illustrates the two sides of facility management that are discussed and compared in
the rest of this book, the operational (the practical business of keeping the windows clean),
and the strategic and/or tactical (the integration of the occupants, their work environment
and the business functions of the organization). In fact, the system employed by Mr
Squeers fits quite snugly into the definition of facility management adopted by the Facility
Management Association of Australia (FMAA, 2002):
Facility management is the practice of integrating the management of people and the
business process of an organization with the physical infrastructure to enhance
corporate performance.
Corporate performance was undoubtedly enhanced from Squeers’ viewpoint and the
physical infrastructure integrated with the business process; however, the students (i.e.,
the ‘customers’), who were expecting an education, were naturally less than pleased with
the system.
In Dickens’ time the coining of the term ‘facility management’ (FM) was still more than
a century away but at least some of the functions of the facility manager were obviously
carried out by people, whether they had a job title or not – windows were cleaned,
equipment was serviced and repaired, roofs were re-thatched, supplies of candles and coal
* University of Technology Sydney, Australia
† Deakin University, Geelong, Australia

2
were ordered and stored, and so on. These were tasks of an operational nature, related to
keeping a facility (probably a building) running and in reasonable repair. The poor
conditions in which many people worked, in premises that were badly lit, largely
unventilated, and with inadequate or non-existent plumbing and sanitation, did little more
to promote the efficiency, productivity, comfort or good health of the occupants than the
harsh regime of Dotheboys Hall did for the education of its students.
Today, FM is emerging as a discipline in its own right, and it embraces much more than
the operational concerns of plumbing and lighting, and even more than the provision and
maintenance of a productive and comfortable work environment. Increasingly the focus of
FM is on the strategic management of facilities, with facility managers devoting their
attention to a very broad range of concerns including human resource management, real
estate portfolio management and quality management, as well as the more traditional
operational concerns that relate largely to building maintenance.
Throughout the following chapters many authors argue that if FM is a true value-adding
pursuit within a corporate framework then it must be primarily concerned with filling a
strategic role, i.e., facility managers must be pro-active not reactive in their approach, and
be able to forecast the needs of their organizations and make forward plans that will
support the aims of the organization in the future. Clearly this is about more than window
cleaning and plant maintenance schedules.
A number of common themes and catchphrases emerge: alignment with corporate
goals, strategic planning, sustainability, change management, space management, value-
adding, churn management, and so on – all these arise in the discussions provided by
various authors as well as the more prosaic concerns of building maintenance, office
design and financial management. Two main themes, however, become clear: there is
considerable debate about what FM is, although most at least seem happy to agree that it
is very broad in its coverage, and, if FM is to contribute as fully as it can to any
organization and have its value recognized, then it must do more than keep the air-
conditioning running and the carpets clean. These themes are explored in various ways by
the contributors and the breadth of the topics that they cover gives some idea of the
complex nature of FM.
1.2 Competencies and areas of expertise
Facility managers come from a range of backgrounds and given the diversity of concerns
that the discipline covers, some specializations are inevitable – it is unlikely that many
people will have qualifications and experience in, say, services engineering, human
resources management and corporate real estate, yet these are only a few of the areas that
are routinely brought together under the collective banner of FM.
An examination of the competencies required of those who wish to be certified by the
International Facility Management Association (IFMA, 2002) reveals the breadth of
knowledge and experience that a successful applicant must have if they are to become
IFMA certified facility managers. There are eight broad competencies areas (e.g.,
Operations and Maintenance, Real Estate, and Human and Environmental Factors), 22
competencies (e.g., oversee acquisition, installation, operation, maintenance and disposi-
tion of grounds and exterior elements, Manage real estate assets, and Develop and manage
emergency preparedness procedures) and 127 ‘performances’ or work tasks relating to the

Continuous improvement 3
competencies in detail. The scope is very broad and ranges from the very practical
concerns of building repairs to the more abstract concerns of strategic facility planning
such as evaluating the effects of economic change on real estate assets.
The FMAA has adopted a different approach to accreditation, having set up three levels
of certification that reflect the varying emphasis on the operational versus the influential.
The three levels (Parts 1, 2 and 3) are defined as follows:
䊉 Part 1 – practicing FM (operational concerns outweigh strategic concerns)
䊉 Part 2 – managing the practice of FM (operational and strategic roughly equal)
䊉 Part 3 – leading the practice of FM (strategic outweighs operational).
The FMAA competencies are grouped somewhat differently to those of the IFMA but
naturally cover much of the same ground. The broad categories are:
䊉 use organizational understanding to manage facilities
䊉 develop strategic facility response
䊉 manage risk
䊉 manage facility portfolio
䊉 improve facility performance
䊉 manage the delivery of services
䊉 manage projects
䊉 manage financial performance
䊉 arrange and implement procurement/sourcing
䊉 facilitate communication
䊉 manage workplace relationships
䊉 manage change.
The range of skills and knowledge required of facility managers, if they are to successfully
carry out all of these functions, is quite alarming as it includes everything from computer
networking and mechanical engineering to human resources management theory,
occupational health and safety legislation, contract negotiation, future financial planning
(e.g., budgeting, life costing, discounting), subcontract administration, construction
management – the list is endless. The perfect facility manager may be someone who is a
services engineer with majors in project management and law, with great charisma and
interpersonal skills, coupled with certificates in accountancy, real estate and an MBA, not
to mention a keen interest in the protection of the environment.
1.3 Key concerns
At the heart of modern FM is the concept of continuous improvement. Any organization
should be striving to improve its operations, whether from the point of customer
satisfaction, increased productivity, better quality of output, better environmental
performance or any of a host of other performance indicators. The facility manager’s role
embraces all of the concerns to some degree as the physical facility (building, workplace,
office, complex, space – ‘facility’ covers many alternatives) must accommodate and
support the organization’s activities in ways that allow the organization to service its
customers in the best possible way. That concept of customer service (together with
customer satisfaction) can be seen as the key driver of FM, given that the ‘customer’ may

4
be an external entity (i.e., the classic customer who buys goods or services from an
organization) or equally the employees who occupy the organization’s space, or the
organization itself. It is every bit as important that the facility serve the occupants as it is
that it serve the customer or client who does business with the organization.
Within this framework the facility manager must seek to add value to the company’s
operation through a combination of strategic and operational activities covering all parts
of the organization’s business. These activities, apart from being divided into strategic and
operational, may be grouped according to whether they are concerned with the physical
aspects of the facility (e.g., maintenance planning, energy auditing, upgrades, refurbish-
ment, retrofits), human concerns (e.g., recruitment, productivity, communications, change
management, dispute resolution), business-related activity (e.g., corporate real estate
management), operations management (e.g., outsourcing, security), and so on. Naturally
there is a good deal of overlap between the various branches of FM, and also some
blurring of the boundaries between the functions of FM and those of other departments or
units within organizations, such as finance, human resources and IT.
1.3.1 Sustainability
It is now trite to say that concern for the natural environment has become of increasing
importance in recent years – it is obvious that environmental awareness has become a vital
concern for people in all walks of life in most parts of the world. This concern is changing
the way that we do many things and FM is no exception. As we move slowly but
inexorably towards to the goal of sustainability a combination of legislation, public
pressure and corporate expediency is making it imperative for facility managers to look
for more environmentally friendly materials, technologies and procedures to use in their
work. Environmental assessment of buildings and their performance, and measurement of
greenhouse emissions and energy usage are becoming more common and legislation in
various parts of the world will doubtless make these procedures mandatory in most places
in the near future.
1.3.2 Information and communications technology (ICT)
It is equally trite to point out that microchip and computer technology has changed forever
the way that many things are done in the developed world. Apart from reducing the
drudgery of many repetitive tasks it has enabled the globalization of business and given
unprecedented access to knowledge and people for anyone with the wherewithal to
purchase a personal computer and an Internet connection. The application of ICT to FM
has given facility managers the tools to monitor, record and respond to events in areas
under their control more quickly, and even to install systems that can monitor and respond
remotely and automatically. It also provides a range of software tools that give the facility
manager the power to collect, store and manage a great deal of useful data about their
facilities, and to use that data to do a myriad of things such as tracking the location and
condition of tangible assets (e.g., furniture or computer hardware), recording the
maintenance history of plant and equipment or even spaces in buildings or whole

buildings, keeping employee records, recording and analysing energy usages – hardly any
part of the FM function does not have a computer or at least an embedded microchip
involved at some point.
1.3.3 Outsourcing
Outsourcing refers to any situation where an organization contracts with another
organization for the provision of a service that could equally be provided by a person, unit
or department within the organization that requires the service. Typical examples are the
provision of security services (including surveillance systems and access control as well
as the more obvious provision of security personnel on site) and catering and laundry
services in hospitals, where it is no longer common for the hospital to have laundry and
kitchen facilities on site, and instead these services are taken care of by external
organizations.
A large part of the functions of many facility managers is the management of
outsourced services – monitoring the level of service, selecting providers, negotiating,
managing and reviewing service contracts, and so on. Not all outsourcing has proved to
be as successful as the promoters of the concept have claimed; while it is established and
seems to work well in some areas, such as those mentioned above, in some other areas the
same cannot be said. Provision of ICT functions by external providers is one example of
a less than successful outcome of outsourcing and there are several reasons for this lack
of success:
䊉 slow response to problems – it is recognized that one measure of success in FM is how
quickly problems are addressed and resolved, e.g., rectification of air-conditioning
problems – when there is a problem with a computer system, users expect a rapid and
effective response, and this often cannot be provided by an external provider as well as
it can by a dedicated IT manager within the organization; logging a call with an outside
company is not the same as calling someone you know in your organization and asking
for assistance.
䊉 lack of understanding of the organization’s business – IT professionals are experts in IT,
not in the business activities of the organization who hires them, and this can lead to
frustration for both parties as one knows what they need from the point of view of their
business operation but does not have the expertise to implement it, while the other has
the expertise but not the experience to apply it to the specific situation that arises in a
particular business setting.
1.3.4 The building/occupant relationship
In the period 1927–32, Elton Mayo, a professor at the Harvard Business School,
conducted a long series of experiments at the Western Electric Hawthorne Works in
Chicago, aimed at determining whether changes in the workplace promoted improved
worker productivity (Accel-Team, 2001). These experiments followed an earlier study on
the effect of lighting levels on productivity, which suggested that there was no detectable
correlation between the two. The conclusion drawn by Mayo suggested that productivity

6
improved as a result of social interaction within teams of workers and the positive reaction
of workers when someone takes an interest in them. One long-term result of the study was
that the idea that there was any connection between the physical characteristics of the
workplace and the productivity of the people working there was discounted – productivity
would be improved, the theory went, by organizing teams differently and promoting the
emotional well-being of the workers through recognition, security and a sense of
belonging.
This idea prevailed almost to the end of the twentieth century, but more recent research
has shown that there is a clear connection between the physical workplace and
productivity (Romm and Browning, 1994, 1995). This presents the facility manager with
a great opportunity to add value to the organization – the provision and maintenance of a
work environment that improves productivity, reduces absenteeism and allows the free
flow of ideas, information and motivation must be a key goal for any facility manager, and
every organization should not only demand that of its facility managers but support them
in their pursuit of that goal.
1.3.5 Managing the intangibles
Contributing to office design, looking after building maintenance, auditing energy usage,
and many other FM functions are basically practical concerns, but there are a number of
less tangible concerns that also fall within the purview of the facility manager. These
include risk management (including planning for unseen disasters, something that has
been highlighted worldwide by the events at the World Trade Centre in 2001), conflict
management and quality management.
Systematic risk management is becoming commonplace in many areas of business,
mostly as a kind of forward planning with contingency plans already formulated and the
consequences of the occurrence of identified risks considered and costed as a safeguard
against potentially catastrophic consequences, should some possible events actually occur.
Examples include mirroring computer networks at other locations so that in the event of
a disaster at the prime location business can restart with minimum delay using the remote
backup network. The Stock Exchange in Sydney is a good example – the whole operation
is mirrored at another site in Sydney, well away from the main operation, and should
something occur that destroys or cripples the main site the Stock Exchange can re-open
within 24 hours and carry on trading as normal.
Conflict management is a key issue for FM, as the potential for conflict at many levels
and with many degrees of seriousness is ever-present in any organization. Disputes range
from the tiniest concerns, such as who left a mess of dirty cups in the tearoom, to large-
scale disputes between organizations that involve years of expensive litigation. Many of
these disputes will land in the facility manager’s lap and will require some action before
they are resolved. Often they will connect with other areas of FM, such as office planning
where territorial disputes arise or work practices will change as a result of planning
modifications.
The commonly held view of quality management is that it is about the quality of a
physical product, i.e., the number of defective widgets per thousand, and how can that
number be reduced. Quality management in FM is related to a physical product, inasmuch

as the facility may be viewed as a product, but generally it focuses more on customer
satisfaction and, as suggested earlier, the customer may be one person, many people or a
whole organization.
1.4 Conclusion
The underlying premise is that space, ultimately, is not about real estate. It is about
using all of the organization’s scarce resources to their fullest potential to meet
pressing business challenges. (Becker, 2000)
Those scarce resources include finances, physical assets (from whole buildings down to
pieces of furniture), information and, above all, people and their skills and knowledge.
The facilities, which include buildings, computer networks, virtual workspaces and
databases, provide the framework within which the organization operates, and optimiza-
tion of this framework through a process of continuous improvement is the aim. User-
friendly working environments, both real and virtual, must support the individual and the
organization in their pursuit of improved performance in all segments of the triple bottom
line, or now even the quadruple bottom line, as environmental performance assumes
greater and greater importance and legitimacy.
Organizational change, whether described as re-engineering, downsizing, restructuring,
re-positioning, integrating, harmonizing or whatever, can have profound effects on the
business operation and the people involved in it. Managing these changes will inevitably
involve FM whether the facility managers are leading the change, are part of the change
management team or are simply in damage control as the decisions of others impact on the
people and the business operations that they are engaged in. Flexibility is a key in a
changing world, and that means not only organizational flexibility and some sort of
flexibility in the physical workplace, but also flexibility in the attitudes of the people, from
senior management to the operatives at the coalface, the frontline troops.
Clearly FM is a dynamic and growing area. Whether it has been clearly established as
a discipline in its own right is, perhaps, still a subject for debate, as is the question of the
operational versus the strategic and whether they are two parts of the same discipline or
whether they should be seen as separate albeit related pursuits. What is undeniable is that
the concerns discussed throughout this book are all vital parts of an overall picture of
running a successful organization, particularly one faced with the increased pressures of
globalization, the digital economy, an increasingly litigious environment and the demands
by governments and society at large for better environmental performance. There is little
doubt that the increased emphasis on FM in recent years will not abate and more likely the
facility manager will aspire to, and fulfil, a much more dominant role in the running and
planning of the operations of organizations and businesses throughout the world.
References and bibliography
Accel-Team (2001) Elton Mayo’s Hawthorne Experiments. Employee Motivation Theory and
Practice. www.accel-team.com/motivation/hawthorne_02.html
Becker, F. (2000) Offices That Work: Balancing Cost, Flexibility, and Communication. Cornell
University International Workplace Studies Program (New York: IWSP).

8
FMAA (2002) Facility Management Association of Australia. www.fma.com.au/main.htm
IFMA (2002) Certification. International Facilities Management Association.
www.ifma.org/certification/index.cfm?actionbig=8
Romm, J.J. and Browning, W.D. (1994) Greening the Building and the Bottom Line [increasing
productivity through energy efficient design] (Snowmass, CO: Rocky Mountain Institute).
www.rmi.org
Romm, J.J. and Browning, W.D. (1995) Energy efficient design can lead to productivity gains that
far exceed energy savings. The Construction Specifier, June, 44–51.

2
Defining facilities
Stuart Smith*
Editorial comment
Facility management concerns people and places. People are generally the single biggest
cost centre for any business or organization and its single biggest asset. Having good
people means there is capacity, potential, creativity, responsiveness, continuity and a
likelihood of success. Keeping people happy and enabling them to be productive in their
daily activities is not only critical in gaining and retaining a strong workforce, but also in
delivering overall business prosperity and growth.
Built facilities are typically the places where people work. Facilities are another major
cost centre, in many cases the second largest expenditure category regardless of whether
space is owned or leased. While it is important that facilities are well designed, efficiently
managed and used to their best advantage, it is more important that they support core
business goals by enabling people to be at their most productive. Improvements in worker
productivity can lead to financial gains that outweigh facility operating costs such as
energy, cleaning, maintenance and the like.
Technology is another major cost centre. It involves communication and information
equipment and its support, software tools and data management. Once thought to be a
separate area of expertise, it is now becoming so germane to the way in which people
work that it not only affects facilities, but can substitute for them. A focus on performance,
constant change and upgrade, and the need for timely support has led to a close connection
between facilities and technology provision and an integrated approach to their
management. People can now work remotely, be mobile, flexible, more in control and
hence more efficient, often leading to increased job satisfaction as well as less reliance on
dedicated workspace.
Notwithstanding technology needs, facilities are not necessarily confined to buildings.
It is preferable to consider facilities as infrastructure that supports people, either
* KIBT Consultancy, Sydney, Australia

12
individually or collectively, to realize their goals. Examples of facilities include a cruise
ship, theatre staging, a mining town, a hydro-electric generator, an orbiting space station,
defence weapons installations, a sewage treatment plant, an airport transit lounge, a golf
course, a waterfront container terminal, outdoor recreational areas, even a computer
network. All require ongoing management if they are to remain aligned with their intended
support function.
Facility management is therefore about empowering people through provision of
infrastructure that adds value to the processes that they support. Facility managers are
charged with the responsibility of ensuring that the infrastructure is available, operational,
strategically aligned, safe and sustainable. Above all, however, facilities must encourage
high productivity through a continual search for ways to improve quality, reduce cost and
minimize risk.
2.1 Introduction
A horse! A horse! My kingdom for a horse!
(King Richard III, act 5, scene 4)
King Richard scans the battlefield and cannot see a successful outcome. He contemplates
the future and will do anything to secure his life even if it means forfeiting the kingdom.
Hopeless and forlorn, he attempts to continue in battle. His army is decimated and his
strategy is unravelling at every turn.
The facility manager, consumed by a strategy driven by cost reduction, finds that
the relationship between the accommodation strategy and (the long-term success of) the
organization is unravelling (Becker and Joroff, 1995). The executive, alarmed by the
chasm that is forming, is left with no alternative but to allocate scarce resources in an
attempt to re-position the facility as a contributor to business success instead of a drain on
capital and people, so that further problems do not arise and lead to a costly revision of
the accommodation strategy.
In both cases, the determined strategy is not enough. King Richard’s crown is lost; the
organization is suffering due to the lack of congruence with the facility type.
Fate turns against Richard and the facility management team. The end is ruthless in its
reckoning. The King is dead and the facility is cast adrift from its organizational
umbilical.
The King is dead – long live the King. Can this be said of facilities? Yes.
2.2 Context
This chapter is about ‘understanding’ facilities. There is no neatly packaged dictionary
definition for a facility in this context: a facility is a place for work and a place where
social bonds are forged and broken, a facility is also a place for play and a place where
people learn. To keep things simple, in this context, the facility to be defined, and
understood, is the workplace. It is the most familiar. This is not a retrospective of ‘what
is a workplace?’ – as with Shakespeare, there is more to the story. What follows is a
forward-looking view of some key elements that underscore the importance of the facility

Defining facilities 13
as part of the corporate infrastructure. The elements are the characteristics that give the
workplace relevance.
2.3 The workplace is dead, long live the workplace
At the most fundamental level the rise of the collaborative workplace has seen the demise
of the traditional, hierarchically based, workplace (Levine et al., 1997). In an era when
hierarchical organizational structure defined an organization, the office was the pinnacle
of corporate success. Facilities were defined using the office as the fundamental tenet – its
raison d’être. Everyone had an office or desired one – and the number of square metres
occupied was directly proportional to the position. This was the ‘old economy’.
In a ‘newish economy’, the mantra of ‘open plan’ has meant the divine right to an office
has come to an end – a combination of technology and economic rationalism has ensured
that (Duffy, 1995). The jury is still out on whether this is space planning or a misguided
collectivist solution for the white-collar factory (Brill and Weidemann, 2001). No longer
is the office a symbol of power, no longer is the office a place of privacy where workers
can concentrate on the task at hand, retreat from the demands of subordinates or slip into
the occasional snooze over the keyboard – glass walls have all but eliminated those
possibilities. The traditional means to an end no longer exists as there are now spaces
specially designed for each activity or work setting (Cook, 1993).
Project rooms, quiet rooms, meeting rooms, break-out rooms, task rooms, conference
rooms, hot-desks and hotelling spaces are all available to optimize productivity (Brill et
al., 1985). Make a booking with the concierge and check the time. Your workspace and
your personal possessions will be laid out in anticipation of your arrival. Figure 2.1
illustrates a sample of the workplace or work setting possibilities. Each provides the
worker with an appropriate environment to optimize the desired work outcome.
Think of a void, a true void without walls or restrictions. This void is three-dimensional.
Work surfaces are at any angle from zero degrees and up. There is no workstation, no
storage unit and no personal locker neatly located underneath the workstation in a
beautiful shade of brushed metal (Myerson, 1999). There is no chair. There is an extensive
collection of building blocks from which the team can choose and so construct individual
work settings to create a workplace in their personal and functional image. And don’t
worry about the wires because there aren’t any. This is the future (Grimshaw and Cairns,
2000).
Figure 2.1 (1) A home office, (2) Microsoft, Redman, Seattle, WA and (3) Sun Microsystems, Palo Alto,
CA (Duffy, 1997).

14
2.4 The sustainable workplace
To set the scene, sustainable development can be defined (WCED, 1987) as ‘development
that meets the needs of the present without compromising the ability of future generations to
meet their own needs’. Popular understanding focuses on an ecological view of sustainable
development with greenhouse gas reduction as the key to a sustainable future. It is important
to recognize that reducing greenhouse gases is an output of a much more deliberate strategy
to change the attitudes, behaviours and beliefs of individuals and corporations in relation to
the production of goods and services. This also applies to facilities.
Organizational sustainability has strong links with ecological sustainability (Dunphy et
al., 2000). In a new era where there is an understanding of the importance of the
interdependence between ecological sustainability, facility design and management,
organization and business, facilities will add sustainable value to organizations, and hence
create value-driven organizations (Dunphy, 1998).
Focusing on an ecological future is only part of the story; sustainability now includes
organizational development, strategy and function. The ‘sustainable organization’
described by Dunphy et al. (2000) extends the traditional organizational definition
(Mintzberg, 1973) by taking many of the sustainable elements and philosophical guidance
from its ecological cousin, and applying them to the survival and success of organizations
in a radically changeable economic environment (Pralahad and Hamel, 1994). Sustain-
ability is not only about weathering the storm of social, economic and organizational
uncertainty, it is about recognizing the relationship that all of the factors have to the
organization and acquiring the ability to integrate processes and structure so that the
organization can adapt to each new challenge (Hinterhuber and Levin, 1994).
A well-worn cliché, that is appropriate to sustainability, is ‘the value of the whole is
greater than the sum of its parts’. Think triple bottom line, greenhouse gas reduction,
waste stream minimization, whole of life economics, intergenerational equity, social
value, organizational renewal and even office ergonomics, and sustainability starts to
become a little clearer. At the same time it becomes a little daunting.
Achieving a balance between sustainable ecological, physical and emotionally relevant
environments creates value (Nadine, 1999). Applying these ideas to facilities is the great
challenge of our time. To achieve the necessary conditions in which organizations,
practising sustainability, are accommodated in sustainable facilities requires benchmarks
to be established for speculative design. In this scenario, change is a continuum, in which
managing risk in all its forms, achieving financial outcomes that benefit the short- and
long-term financial viability of the organization, and understanding the enabling role of
technology are the key elements (Pralahad and Hamel, 1997).
2.5 Defining facilities – an organizational view
All the world’s a stage,
And all the men and women merely players.
They have their exits and their entrances,
And one man in his time plays many parts,
His acts being seven ages.
(As You Like It, act 2, scene 7)

Jaques’s view of the world proposes that there are many influences and changes. The
world is not a simple place. It cannot be defined from one view only. The organizational
context, and the business that an organization engages in at a particular time, shape
facilities. This includes organizational culture, strategy, systems and people. Hence the
facility is no longer defined only as the physical structure of the building alone (Smith,
1999a) – it now includes:
䊉 the work space
䊉 the client space
䊉 the interrelationship between functional units and the organization’s activities
䊉 the technology supporting the transfer of knowledge internally and externally
䊉 the optimization of financial strategies that deliver short-term cost advantage and long-
term profit projections, without loss of quality
䊉 the technology underlying the operation of the organization
䊉 the overriding strategy that co-ordinates business objectives in an ever-changing
business environment
䊉 the interrelationship with society through corporate citizenship.
Additionally, given the access to ‘virtual networking’, where an employee can connect
with the organization’s IT resources from anywhere in the world, the facility is not bound
to a single location (Amabile, 1997). Therefore the additional consideration of customs
and culture (vernacular input) is required. Tightly woven within the fabric of the ‘new
facility’ is the transformation of organizational culture to embrace a new workplace – that
spans space and time – held together in an integrated technological environment.
Integrated with this is a transition of management style and philosophy that can be mapped
to the organization’s activity or work setting (James, 1998). Table 2.1 illustrates the
transition from a Taylorist view of the organization (Taylor, 1947) to a view espoused by
current best practice management.
Embracing an organizational view is difficult given the deep-seated belief that the
physical work environment is a neutral factor in improving productivity. Challenging the
neutrality of facilities is not helped by a reliance on a rational or mechanistic (old) model
of work and facilities performance measurement. This represents a major impediment to
Table 2.1 The transition of organizational context
(Machan, 1994; Duffy, 1997; Worthington, 1997)
Traditional Current (new)
attrition sustainability
formal informal
hierarchical flat
autonomous teamed
functional synergy
individualistic shared vision
operational focus goal focus
routine creative, knowledge
leadership leadership/learning
conglomerate network
physical virtual
training coaching

16
defining facilities to reflect the dynamics of organizational change to a transactional (new)
environment. Table 2.2 illustrates the relationship of facilities to organizations and how
this is changing.
A few examples of this relationship:
䊉 a just-in-time production line is the facility type that best fits the needs of a car
manufacturing business as it competes in a global market against the mutually
exclusive foes cost and quality, as well as the particular demands of international
trade
䊉 a logical technology-based facility, existing primarily in cyberspace, is the facility type
that best matches the needs of a knowledge centred global consultancy as it competes
across time and space
䊉 a small shopfront in the high street is the facility type that best fits the needs of a
financial service provider in small communities, as it tries to find ways to improve its
shareholders’ return on investment and still maintain some sense of social connection
with the community.
Using the framework of Table 2.2 it is possible to overlay corresponding workplace
designs. These are shown in Table 2.3.
The translations identified in Tables 2.2 and 2.3 drive the creation of ‘value’ for the
organization. These are productivity, life-cycle-focused accommodation and organiza-
tional sustainability.
Table 2.2 Understanding the old and new behavioural view of organizations (Smith, 2000)
Old New
structure hierarchical self-managed, flat
culture intimidation, paternalism egalitarian, there is no one best way
political bureaucracy, ideology, covert action, coalitions,
dysfunctional power is centrally controlled
‘adhocracy’, overt action, shared values,
power is distributed
human
resource
workers as units of production workers as valued members of the
community
Table 2.3 Mapping organizational change to facilities design (Smith, 2000)
Old New
structure closed offices personal retreats
culture status driven, managers have workstations with
views
non-territorial, workers have the
workstations with views
political strict protocols of communications that foster
covert actions
informal gatherings anywhere, foster overt
action
human
resource
workers are subservient to the environment, they
are punished
workers have control over their
environment, they are nurtured

2.6 Defining facilities – a vehicle of change
Yet Edmund was beloved:
And one the other poison’d for my sake
And after slew herself.
(King Lear, act 5, scene 3)
Edmund utters these words as he dies. He has just ordered the death of Cordelia and Lear
as the bodies of Lear’s two wicked daughters are brought before him. One has killed the
other and then herself. In a moment of awakening, Edmund embraces change.
The ability to embrace change, in all its forms, as a constant and not something best
done once and forgotten, is of fundamental importance in life and business. We see change
every day in our facilities: a wall up here and a wall down there, new furniture, new
technology or a new manager that reorganizes everyone in the hope that the new
adjacencies will motivate people. Every day we see this approach to change failing.
Watch closely the restaurants in any neighbourhood – they are constantly changing,
refurbishing to create a fresh image, in the hope of re-igniting the interest of old customers
and capturing the interest of new ones.
Defining facilities as a vehicle of change acknowledges the influence physical
surroundings, virtual connectivity and technological systems integration have on shifts in
thinking about how we work. The mantra of today is ‘interaction and creativity’.
Extrapolating from this, the mantra of tomorrow is a combination of interaction and
creativity: interactivity. Creating space that allows organizational processes and wider
thinking that borders on the edge of chaos to co-exist: this is the seedbed of new ideas
(Turner, 1998).
What stops us from degenerating into chaos is the ability of the workplace to be both
the agent of change and the stalwart of stability. In this rarefied environment ideas
flourish. Competitive advantage is nurtured and competencies are challenged or
enhanced.
In the final throes of the twentieth century we challenged the strongly held Victorian
work ethic (Annunziato, 1999). Businesses – and workers – have been merged, acquired,
globalized, consumed, outsourced and contracted. No longer is the ‘organization man’ the
backbone of success; instead we are ‘free agents’ with our time, our values and our choice
of work environment. Knowledge is the raw material of the business of the future (Buffini,
2001). The only constant through all of this is change and the unpredictability of achieving
cultural cohesiveness.
A facility, as an agent of change, can be an agent of meshing cultures. There are three
basic types. They are:
䊉 the culture that exists within an organization that is renewing its workplace
䊉 the cultures that collide when two or more organizations merge
䊉 the integration of the ‘customer’ as an influence on the defined product value.
The facility is the one element each of these types has in common and it is the tangible
element of change that people can grow with. As the new culture takes shape, the facility
adapts with it (Jones and Goffee, 1996). The way that banking has changed provides a
good working example. Technology has made it possible for many of activities that
require the transfer of money, whether from account to account or for payment to suppliers

18
of goods and services, to be done through the use of a virtual banking environment. Enter
a bank and the bank teller does not just process our money, but also sells associated
financial products, and counter services now take place in ‘customer studios’ with a ‘client
account manager’. Customers and banking staff have been required to adapt to a different
experience. The physical environment has changed to reflect both the image of
‘accessibility’ and new ‘customer service relationships’. The bank branch looks more like
an airport lounge than the bastion of finance from a previous century.
There are other examples where facilities act as agents of change. Some are well
known. They include:
䊉 British Airways – England (Duffy, 1999)
䊉 Campus MLC – Australia (LaBarre, 1999)
䊉 Chiat/Day – America (Berger, 1999).
The physical change is more dynamic. The subtleties implied by the change are as
complex as the banking example.
Facilities become a resource to be optimized and integrated with the organizational
psyche. As the organization changes shape and focus, the facility must adapt with it
(Hamilton et al., 1996). To do so they must be adaptable and responsive to physical,
technological and emotional change. In the case of virtual organizations, a logical
connection to the physical workplace is essential if the space and time opportunities are
to be optimized as well (Kimball and Eunice, 1999), however, rationalization, not
optimization, of space is still the order of the day. As a meal, it satisfies the urge to eat but
fails to deliver any real sustenance.
2.7 Defining the facility – a product view
What’s in a name? That which we call a rose
By any other word would smell as sweet.
(Romeo and Juliet, act 2, scene 2)
These two short lines capture the central struggle and tragedy of the play: Romeo
denounces his heritage in order to satisfy the need to be ‘Juliet’s lover’ at any cost.
A product is defined as ‘anything that can be offered to satisfy a need or want’ and has
two main attributes: features and benefits (Kotler, 1997). Features include functionality,
ease of use, ‘upgrade-ability’, adaptability, aesthetics and useful life. These are the same
characteristics that can be used to describe a facility. They are demonstrable and
describable. Benefits are less tangible and therefore harder to pinpoint. They focus on
questions such as: ‘What’s in it for me? Will it improve the way we do business? Will it
increase productivity?’ In essence a product is more than just its physical form, rather it
is the physical embodiment of the service it offers or the solution it provides
(Venkatraman, 1998). We closely associate products with organizations, e.g., we
associate:
䊉 a particular brand of cola with the shape of its bottle
䊉 a passenger aeroplane with the shape of its wings (Figure 2.2)
䊉 a restaurant chain with the shape of its emblem.

In the same way it is possible to associate facilities with organizations through recognition
of their physical form (Becker, 2000). A few examples are:
䊉 the Oval Office as the seat of democratic government in the United States of
America
䊉 a restaurant chain whose facilities are replicated in every location across the world.
It is not surprising, given the strength of the branding relationship of the product to the
facility, that the restaurant chain is as successful as it is. The benefits or capabilities of the
facility are essential to the functioning of the organization. Table 2.4 illustrates this
concept using a television set for comparison.
This is a simple example. In the facility examples cited, success is founded on providing
a product that dominates the market, unaffected by the wavering loyalties of customers.
Most organizations do not dominate their market in the same way as the US government
or the Catholic Church. Most organizations do not possess facilities that are instantly
recognizable. Most organizations are continually matching their product to the needs of
their customers. In cases where information is the raw material and knowledge the
product, the mechanisms that defined facilities in the past are no longer relevant.
As more organizations create knowledge rather than manufacture products in the
traditional sense, defining facilities will become more difficult. In more subtle cases, such
Figure 2.2 The image or brand power of products and facilities.
Table 2.4 Product characteristics (Smith, 1999a)
Attribute A new television set A new office
feature ease of use remote control open plan
adaptability camera input plug and play furniture system
aesthetics chassis style finishes
useful life until new viewing
requirements emerge
until new working requirements
emerge
functionality range of controls diverse work spaces
benefit what’s in it for me? better viewing conditions better working conditions
what improvement
will it bring?
less strain on the eyes,
enhanced viewing pleasure
productivity, lower absenteeism,
cultural refresh, happier workplace

20
as the knowledge organization, it is possible to understand the relationship between
facility type and organizational type using the mapping process outlined in Tables 2.2
and 2.3.
Table 2.5 lists two examples of where there the relationship between facility type and
organizational type is identified.
The metaphor of ‘facility as product’ can be taken a step further. The development of
mass customization enabled manufacturers to deliver a unique product offering to a
unique customer (Gilmour and Hunt, 1993). Facilities, in turn, can be mass ‘customerized’
to offer employees the choice of the mode of working that best suits their requirements as
well as those of the organization (Ahuja, 1999).
It is not uncommon for employees to be provided with the technology needed to
complete a task. It is uncommon, however, that they are provided with facilities that
enable the best use of the technology. For example, workers are provided with laptop
computers that allow for location independent working; however, the workplace to
support this work setting is not provided. A lingering reliance on ‘command and control’
management practices makes this a difficult change to make. An appropriate workspace
solution is to allow employees to determine the type of work setting appropriate to their
task (Becker, 2000). This is not the same as work anywhere, anytime, anyhow, nor is it the
same as providing a suite of different work settings within a facility. Instead it is a
conscious decision relating to allocation of resources – financial, technology and physical
space as required in a mass ‘customerized’ manner (Gilmour and Hunt, 1993). Even more
difficult is extending the concept to the logical representation of the workplace (Stone and
Luchetti, 1985). This is not the virtual workplace but the extension of the organization into
the hearts and minds of its customers through a ubiquitous web presence, whether it is
business-to-business (B2B) or business-to-customer (B2C) (Ogilvie, 2001). Customers of
the physical facility are expecting the same experience when navigating the web site and
vice versa. The question then is: ‘Is the physical workplace pre-eminent by comparison
with the logical or virtual workplace?’ Or will the logical workplace, given the current
obsession with the Internet, become the dominant view of what the workplace should look
like?
The connection between physical space and logical space is still in its infancy. The
relationship between facilities and organizations, and how they work to maintain and
improve organizational performance – while understood – is at best tenuous and at worst
Table 2.5 Congruence of effectiveness and perception from an organizational and workspace view
Organization Workspace
effectiveness managers can interpret things
from varying standpoints and so
get a comprehensive picture of
what is going on
being able to interpret design and its impact on the
people who will occupy the space, facility
planners get a comprehensive picture of the effect
of different designs on the behaviour and
productivity of the people who will work in it
perception managers become more attuned
to the people around them and
so become more able to learn
from them
by understanding the messages that different
designs communicate, managers are better attuned
to the design options that are available to them

non-existent. The relationship between people and their facility is even more tenuous. For
sustainable organizations, trading up, down, opting out of a facility or forcing employees
to work in inappropriate facilities will not be the most appropriate strategies for success.
Sustainable organizations will define the facility as having a strong relationship with the
culture of the organization. In this sense, emotion, symbol, ritual and story define the
facility. The maxim ‘the way we do business around here’ will have as much to do with
the shape, feel – and thought – of the work environment as it has to do with the processes
and systems that are used by the organization to do its work.
Challenging the traditional facilities design paradigm, through the widespread
application of strategies intended to produce convergent views of the virtual facility and
its physical counterpart, has radical implications for the way that facilities will be defined
in the future (Huang, 2001).
2.8 Defining facilities – a stakeholder view
Oft expectation fails, and most oft there
Where most it promises; and oft it hits
Where hope is coldest, and despair most fits.
(All’s Well That Ends Well, act 2, scene 1)
The king is suffering from a terminal illness, but Helena claims to have a cure, and seeks
to treat him. The king has doubts. Helena prevails through the skilful use of rhetoric and
the king allows her to treat his illness, which she does successfully. In this scene the
prospect of co-operation is jeopardized by experience and mistrust. There are compelling
reasons for allowing Helena to treat the king but there are also other objectives that must
be managed.
The stakeholders in the facility are primarily the client or building owner, on one side,
and the tenant on the other. Money, time and function are the principal drivers. When
evaluating facilities the stakeholders are often driven by conflicting agendas; the client is
driven by a desire for short-term construction and the tenant by long-term occupation. One
thing they can agree on is the desire to build/occupy a functionally purposeful building at
the lowest cost premium.
They have different views that make it difficult to agree on a comprehensive definition
of facilities. This is not unlike King Richard who underestimated his adversary in battle
or Edmund who underestimated his ability to change.
Unfortunately, the many agendas often work against each other. To support the
stakeholder view (and in turn the sustainable view) four requirements must be considered:
䊉 to tilt the cost–benefit balance in favour of the benefits afforded by consultative design
(life cycle costing and integrated facilities)
䊉 to redefine the cost motivation as a profit motivation (obsolescence and adaptability)
䊉 to make tangible those attributes of intelligent buildings that are currently intangible
(building performance and its impact on business performance)
䊉 to realign the office/facility as an organizational competence.
Table 2.6 illustrates the differing views taken by different stakeholders when defining
facilities.

22
To counter the different views of the stakeholders the same emotional (social),
organizational and financial conditions that apply to creating sustainable value need to be
considered. There are four. They are:
䊉 promote life cycle costing and integrated facilities management as the underlying driver
for physical sustainability of the facility (Huston, 1999)
䊉 redefine cost motivation as a profit motivation and so minimize obsolescence and
enhance adaptability (Romm and Browning, 1994)
䊉 make tangible those attributes of the facility that are currently intangible, such as
building performance and its impact on business performance (Smith, 2000)
䊉 include the facility – as an enabler of improved productivity – as an organizational
competence (Aronoff and Kaplan, 1995).
Figure 2.3 illustrates the cost–benefit approach to defining facilities. Note that only the
top right-hand quadrant is sustainable in the long term.
Essential requirements for the establishment of integrated facility environments that
will define facilities for the foreseeable future are:
䊉 flexibility – the mapping of current space needs to future space needs
䊉 diversity – the type and range of work spaces
Figure 2.3 The cost–benefit matrix (Smith, 1999a).
Table 2.6 Comparison of different stakeholder groups (Smith, 1999a)
Stakeholder group Needs/benefits
client/owner adequate return on investment
costs based on sound value management strategies
saleable/leased building
excited customers
tenant long-term cost management
ability to align the workplace with work processes
responsible facilities management
secondary limited impact on the environment, use of non-toxic components and processes
efficient processes that do not undermine quality or quality practices
a building that contributes to the community

䊉 convergence – the fusing of technological systems
䊉 interoperability – connectivity across different technology platforms
䊉 strategic facilities management – aligning the design and management of the facility
with the business strategy
䊉 integration of building systems – to provide total technical integration of all systems
that affect the performance of the organization
䊉 a focus on life cycle costing and value management.
Together they present a holistic understanding of the facility.
2.9 Defining facilities – evaluating the risk
The fault dear Brutus, is not in the stars
But in ourselves, that we are underlings
(Julius Caesar, act 1, scene 2)
Fate is not what drives men to their decisions and actions, but rather the human condition.
Fundamental to the human condition is living with risk. That we awake each day and
survive the challenges placed before us indicates that as humans we have learned to
evaluate and manage risk, and overcome unpredictability. Risk associated with facilities
comes in six flavours. These are listed in Table 2.7.
Each of the risk types is interrelated and there is a different mix for different types of
facilities, e.g., office buildings, manufacturing facilities, sporting arenas or shopping
complexes.
New facilities have an innovative/change risk that applies when physical and emotional
boundaries are challenged by new organizational space. Procurement risk, based on
Table 2.7 Types of risk
Risk type Description
business risk threat or act by the organization that negatively affects the financial
performance, e.g., failure to select the best relocation option that results in a
lower net present value (NPV) to capital investment (I) (Haresign, 1999)
public/social risk threat or action that directly or indirectly affects members of the public that
are not involved with the organization or facility, e.g., oil spills or
inadequate demolition practices (Kirsh, 1996)
occupational health and
safety risk
poor safety/health/ergonomic conditions that lead to worker injury or
stoppages in work processes; a simple example is not complying with the
provision of disabled access (Ross, 1999)
security risk threat or action that may cause physical or psychological damage, or theft
of physical or intellectual property from the facility (Watkins-Miller, 1998)
procurement risk failure to assess the most appropriate procurement method; in simple terms
whether to lease or own the facility (Becker and Sims, 2000)
innovation/change risk failure to adopt new accommodation standards or environmental controls
that improve organizational performance (Drucker, 1998)

24
understanding and integrating a well-defined accommodation strategy, is most important
when acquiring or changing workspace type or location (Becker and Sims, 2000).
Of the six types of risk, the first three are well understood. Most important are business
and social risk. These are the precursors to all risks that follow. They have a financial and
emotional element, whether it relates to brand damage, personal and physical damage or
environmental damage. Examples are BHP (Kirsh, 1996) and Bhopal (bhopal.org, 2002)
where both financial and environmental damage occurred. The final three are less well
understood. The influence that the procurement process has on the development and the
relationship to innovation on the facilities options available can be overwhelming in the
long term (Drucker, 1998), e.g., a standard design-construct procurement process tends to
favour speculative design.
Table 2.8 highlights a number of issues that must be considered before choosing the
most appropriate development strategy. This is an example of the development of a new
facility for an organization that is relocating. Aspects to be understood, evaluated and
managed – in terms of lost opportunities – are listed.
All of the risks mentioned in Table 2.8 can be reduced. Some of the strategies used
include:
䊉 effective information management founded on well developed systems and processes
䊉 sound legal and contractual arrangements that enable all involved to understand the
level of risk to be managed
䊉 specification of performance and competency standards
䊉 comprehensive due diligence that integrates the responsibilities of supplier and client
and minimizes the opportunity for vicarious liability.
A procurement process that includes a facility planning process is more likely to consider
the influence on the organization as an important factor on the design of the facility. This
is because risk is not abated as the facility takes shape; during planning, design brief
development, construction and operation, the risk focus changes but not the total risk
Table 2.8 Risk evaluation issues
Issue Likelihood Impact Containment
funding not available to
complete fit-out
L L the organization has selected the lowest cost option by
way of leasing new accommodation
lack of office space in
selected location
L H sites are available in the selected area for development,
the organization will need to agree to a long-term lease to
secure accommodation
construction quality risk M M contract with the developer or owner is to clearly specify
in detail the quality and standard of all items required
value for money result M H a two-stage tender process is preferable to ensure
value-for-money is achieved and appropriate terms are
negotiated
staff concerns H H there is strong concern from the staff about relocation,
ongoing consultation and information sharing will be
necessary to ensure that all staff are aware of and
understand the options
H, high; M, medium; L, low.

does not. It is important then to understand the nature of risk and how it changes over time
– not only during the development phase but also throughout the life of the facility. This
is not a case of controlling the transfer of risk, or mapping risk from one phase to another,
but of managing the translation of risk so that the total operational risk is minimized.
2.10 Defining facilities – a technological view
We are such stuff
As dreams are made on and our little life
Is rounded with a sleep. . .
(The Tempest, act 4, scene 1)
These words of Prospero celebrate the unique ability of humans to blend mind and
matter.
In 1965 Gordon Moore proposed what is known as ‘Moore’s Law’ (Moore, 1965). He
observed that each new computer chip had roughly twice as much capacity as its
predecessor and each chip was released 18–24 months after the previous chip. If this trend
continued, he reasoned, computing power would rise exponentially over relatively brief
periods of time. Only after 20 years has the limit of this law come into sight. In those 20
years, technology on the desk has gone from non-existent to a PC per desk integrated
within a network environment that delivers instant global communication and access to
information on a scale inconceivable even five years ago. This has been complemented
and complicated by the complete metamorphosis of organizational shape. If Moore’s Law
has a diminishing return then it is not being demonstrated by organizations as they stretch,
contract, and seek new and clean competitive space in which to operate. Throughout all
of this chaotic activity, technology has marched onward toward a seamless blend of mind
and matter.
Technology is defined as encompassing building systems, architectural structure’s
office automation, information technology, ‘plug ‘n’ play’ furniture systems, management
practices and processes (Smith, 1995). This is more comprehensive than is generally
understood. Technology is an ‘enabling’ tool – and not unlike paper was to parchment –
it has ‘enabled’ the way we work, and play, and has taken on radically new forms that
shape how we communicate and transfer information. Rather than the question being,
‘What do I do with it?’, the question now is, ‘How can it help me do what I do better,
faster and cheaper?’ (Jensen, 2000). This applies not only to individuals, but to teams and
even whole organizations.
As technology has been developed to support smarter working, so it has become more
complex and at the same time access to it has become simpler. There is now a wide gap
between those who use technology and those who understand it. At the fringes, it is those
people or organizations that can cross the gap that are delivering new innovations, feeding
the implementation of technology and furthering the innovation process. Organizations
may be bordering on the chaotic in order to generate new ideas but there is limited
integration of the technology that could turn those ideas into real products or services. The
hardware necessary to allow communication with a friend using two tin cans could be
built in ten minutes. Communicating with a friend is now only a few button pushes (or
clicks of the mouse) away; however, the infrastructure that supports the communication

26
process is far more complex. Technology in a can is still as relevant today as it was one
hundred years ago – only the expectation has changed. We marvelled at the fact that we
could talk and hear each other at the end of the string, accepting the poor quality due to
the simplicity of the system. Yet we cannot accept it when the quality of a telephone call
is poor even though the technology that supports the success of the call is far more
complex.
Technology has increased the depth and breadth of information that is flowing to and
through organizations. At the same time, due to market and innovation pressure the
completion speed of every task has increased rapidly. Management has responded to this
by relying less on functional independence and more on cross-functional interdependence
in an effort to create ‘zero time’ communication – in keeping with the perceived speed of
technology – to support interaction and integration (Lipnack and Stamps, 1997). The
consolidation of information management and the development of knowledge manage-
ment are furthering the need for facilities to provide a fertile place where the seeds of
knowledge are nurtured and can flourish (Myers, 1996).
The workplace has been a driver of the technological revolution. ‘All your technology
in a can’ symbolizes the need for instant communication and that all the ingredients are
mixed together in a simple-to-prepare formula.
In the future, space will be more closely entwined with technology (Smith, 1999b). This
will occur as the look and feel of the office more closely integrates with the view of the
organization from cyberspace. This is not about ‘clicks and mortar’; it is about providing
the same experience in physical space as in cyberspace and not the other way around
(Huang, 2001). Organizations are now networked, interconnected and organic. Organiza-
tions interact in an elastic and highly developed way in order to create the technological
complexity needed to provide the marketplace with simple solutions. Corporations are
taking on more than the complexity of biological systems (Harrison, 1997). Causal links
between specific actions and specific organizational outcomes over the long term
disappear in the complexity of the interaction between people in an organization, and
between them and people in other organizations.
Large organizations will redefine themselves as ‘federations’ of autonomous business
units in an attempt to compete with heterogeneous, smaller, strategically aligned networks
of organizations (Hinterhuber and Levin, 1994), supported by a greater focus on logistics
(Hinterhuber and Levin, 1994) and sophisticated technology. Alternatively, organizations
will use technology to ‘virtualize’ themselves (Alexander, 1997). Similarly, organizations
will learn to manage the discontinuities in the market by managing the market segment
boundaries (Alexander, 1997).
The adage ‘form follows function’ will be further tested in the new technological
environment and presents new challenges in defining facilities.
2.11 Conclusion
Through all of this the facility, as a gathering point for sharing information and knowledge
and engaging in human contact, will remain steadfast. The need for social connectivity will
become the major driver of facilities in the future. Facilities will not be workplaces, they will
be ‘centres of experience’. Here people will interact, share information, create knowledge
and, at the end of the day, package it as a product or service. Facilities will exist as a series of

optimally configured spaces designed for the required work setting. Every space will be a
meeting room, a project room or a room for quiet contemplation. Design will take its cue
from manufacturing and product mass ‘customerization’. Facilities will be a mixture of
what is current best practice today and a form not yet imagined.
In this time organizations will become more organic, even kaleidoscopic, in their form.
What was relevant today will be reset and reconfigured for tomorrow. Management will
not be a driver of new organizational forms – instead the capabilities of facilities will drive
the organization. Management’s role will be the optimization of the patterns of
involvement that create the required productivity.
One thing that will not change is the basic elements of the facility: organizational
sustainability, risk, technology, stakeholder relationships, innovation and change. In the
words of Polonius:
Be not too tame neither, but let your own
Discretion be your tutor; suit the action
to the word, the word to the action.
(Hamlet, Act 4, scene 2)
References and bibliography
Ahuja, A. (1999) Design–build from the inside out. Consulting–Specifying Engineer, 25 (7) June,
36–8.
Alexander, M. (1997) Getting to Grips with the Virtual Organisation. Long Range Planning 30 (1),
122–4.
Amabile, T.M. (1997) Motivating creativity in organisations [on doing what you love and loving
what you do]. California Management Review, 40 (1) Fall, 39–57.
Annunziato, L. (1999) The humanistic workplace of the future. Facilities Design & Management,
December. www.fmlink.com/ProfResources/Magazines/article.cgi?Facilities:fac1299b.htm
Aronoff, S. and Kaplan, A. (1995) Total Workplace Performance – Rethinking the Office
Environment (Ottawa: WDL Publications).
Baird, G., Gray, J., Isaacs, N., Kernohan, D. and McIndoe, G. (1995) Building Evaluation
Techniques (New York: McGraw-Hill).
Baldry, C. (1997) The social construction of office space. International Labour Review, 136 (3),
365–79.
Becker, F. (2000) Integrated portfolio strategies for dynamic organisations. Facilities, 18 (10/11/12),
411–20.
Becker, F. and Joroff, M. (1995) Reinventing the Workplace. International Workplace Studies
Program, Cornell University/Massachusetts Institute of Technology.
Becker, F. and Sims, W. (2000) Managing Uncertainty – Integrated Portfolio Strategies for
Dynamic Organisations. The International Workplace Studies Program College of Human
Ecology, Cornell University.
Berger, W. (1999) Lost in space. Wired. www.wired.com/wired/archive/7.02/chiat.html
Bhopal.org (2002) The Bhopal Medical Appeal. www.bhopal.org
Brill, M. and Weidemann, S. (2001) Disproving Widespread Myths about Workplace Design (New
York: Kimball International for Bosti Associates).
Brill, M., Margulis, S. and Koner, E. (1985) Using office design to increase productivity. In:
Workplace Design and Productivity (Buffalo, NY: Buffalo Organization for Social and
Technological Innovation – BOSTI).

Random documents with unrelated
content Scribd suggests to you:

sytytettyään piippunsa pöydällä palavasta ainoasta kynttilästä ulos
vierastuvasta.
Sisään jääneet rupesivat tuomaan julki hänestä tekemiänsä
havaintoja.
— Tuota miestä näkyi jokin raskas kuorma painavan.
— Ei hänen katsantonsa minuakaan miellyttänyt.
— Ehkäpä tiesi mies jotain hevospaimenen murhaamisesta.
Hevoskauppias taasenkin onnettomuudekseen puuttui toisten
keskusteluun:
— Arvoisat herrat ja naiset! Tahdon vain nöyrimmästi julkilausua
itse tekemiäni havaintoja. Eilen iltapäivällä kävin Ohatin pustalla
hevosia ostamassa ja näin siellä tuon kuolleeksi ja myrkytetyksi
mainitun Santeri Decsin niin raittiina ja terveenä kuin eheä omena;
itse hän oli suopungilla ottamassa kiinni myytäviä hevosia laumasta.
Se on niin totta kuin elän.
— Katsoppas sitäkin sen vietävää! Aikoo tässä vielä meitä eksyttää
valheillaan, — murisi suuttuneena koko seura. Mutta kyllä hän siitä
saikin. Ei muuta kuin niskasta kiinni ja hyvää kyytiä ulos tuvasta.
Näin ulos heitettynä tämä matkamies pihalla rähjääntynyttä
hattuansa laitellen mökötteli itsekseen, tehden tapauksesta
johtopäätöksiä:
— Miksi minulle tämä? Mitä juutalainen totuudella?

Karjapaimen taasen meni laumansa luo ja käski mähriläisten
miesten vuorostansa mennä juomatupaan ottamaan myöskin
viinilasin. Siellä on hänen tuolinsa vapaana, se jonka nojassa hänen
keppinsä on; sillä aikaa lupasi hän vartioida karjaa.
Tällä välin otti hän kedolta palan "orvonturvetta" ja kätki sen
päällysviittansa hihaan.
Mitä hän sillä tarkoitti?

VIII.
Hyvä on, ettei kukaan tiedä — paitsi hortobágyilaiset — mitä se
"orvonturve" oikeastaan on, jota kedolta kootaan. — Se vain on
varmaa, ettei se mikään kukkanen ole. — Se on pustan paimenten
ainoa polttoaine.
Mieleen tässä johtuu kertomus, miten muuan unkarilainen
tilanhaltija, kun oli pakko vapaussodan jälkeen paeta ulkomaille,
valitsi piilopaikakseen vapaan Sveitsin, mutta kun hän ei voinut
tottua noihin suunnattoman korkeihin vuoriin, niin hän usein kesällä
sulkeutui huoneeseensa, otti esille palan tuota orvonturvetta, jota
hän oli koonnut karjalaitumelta, sekä sytytti sen tulisijassa
palamaan. Silloin hän silmät ummessa sen hajua tunnustellen oli
mielikuvituksissaan olevinansa Unkarin Alamaan tasangolla
karjalaumojen ja kellokkaiden keskellä uneksien sitä, mitä hänen
sielunsa himosi…
Kun "orvonturpeen" savulla oli niin hurmaava vaikutus sellaiseen
hienonenäiseen ihmiseen, niin sitä uskottavampi on se tapaus, jonka
pian tulen kertomaan.

Kaksi päivää olivat matkustajat jo saaneet viipyä Polgárin
ylimenopaikalla; mutta kolmannen vastaisena yönä noin puoliyön
tienoissa lauttaaja toi sen ilosanoman odottaville, joilta oli jo lopussa
sekä kärsivällisyys että elintarpeet, että virta oli hyvästi laskenut.
Huomisaamuna varmaan pääsee ylitse, lauttaa pannaan jo kuntoon.
Kiireimmiten riensivät ne, jotka kulkivat rattailla, työntämään
ajoneuvojansa lautalle, ihan toistensa viereen; sitten vasta talutettiin
hevoset.
Sen jälkeen tuli sarvikarjan vuoro. Nekin mahtuivat, kun hyvin
ahtaaseen pantiin.
Viimeiseksi talutettiin lautalle sonni, yleisö kun sitä pelkäsi.
Jäljellä oli vain karjapaimen hevosensa kanssa.
Molemmat mähriläiset saivat sijan rattaiden ja lehmien välissä.
Mutta ei vielä varsin päästy matkaan, sillä virran yli pingotettu
vetotouvi oli liian kireällä, niin että siihen tuskin ulottui; piti odottaa
kunnes se auringonpaisteessa vähän kuivuisi ja höllentyisi. Kovasti se
jo ainakin höyrysi.
Jotta odotusaika paremmin kuluisi, hyväksyttiin karjapaimenen
esitys, että laitettaisiin kalakeittoa. Ei ollut enää ihmisillä muuta
syötävää. Olihan pata lautalla, ja kaloja oli kyllin. Lapioilla toivat
lauttamiehet käsin kiduksista kiinni ottamiansa kaloja lätäköistä,
minne tulvavesi oli niitä jättänyt, lihavia toutaimia, monnia ja
lohenmullojakin. Pian ne perattiin, leikeltiin palasiksi ja pistettiin
pataan kiehumaan.

Tähän asti meni kaikki mukiin, mutta nyt oli kysymys, kellä oli
vielä jäljellä "turkinpippuria".
Näitähän on jokaisella kunnon unkarilaisella aina mukana
eväspussissa, mutta kun on tässä kolme päivää oltu odotuksissa, niin
ei ole ihme, jos pippurit ovat kaikilta loppuun kuluneet. Eikä ilman
niitä kalakeitto maistu miltään!
— No minulla on, — vastasi karjapaimen ja otti viittansa hihasta
esiin puurasian. Näyttääpä olevan varovainen ja tarkka mies, on
säästänyt pippurinsa viimeiseen tarpeeseen ja saattaa nyt tehdä
hyvän työn koko matkustavalle yleisölle.
Mutta pata oli tulella lautan toisessa päässä. Karjapaimenen täytyi
sentähden astua pitkin lautan parrasta päästäkseen sen luo, elukat
kun olivat välissä. Eikä kukaan liioin mielellänsä anna
pippurirasiataan toisten käsiin.
Sillä aikaa kuin lauttaaja-isäntä höysteli padassa kiehuvia kaloja
noilla pippurilla — joita muutamat tiedemiehet sanovat myrkyllisiksi,
vaikka on olemassa niinkin karskia kansoja, jotka niitä saattavat
syödä, — paimen salaa pisti "orvonturvetta" tuleen padan alle.
— Kuinka tuo kalakeitto tuntuukin käryiseltä ja pohjaanpalaneelta!
— huomautti suutari hetken perästä.
— Se ei enää tunnu vain, se jo haisee siltä! — oikaisi räätäli.
Mutta vielä enemmän turpeen väkevä savu meni elukkain nenään.
Ensin sonni alkoi käydä levottomaksi. Turpa pystyssä se ravisteli
kaulassaan riippuvaa kelloa ja ammahteli ehtimiseen; sitten se painoi
päänsä alas, häntä nousi ilmaan, ja elukka rupesi kauheasti

mylvimään. Ja nyt lehmätkin, aivan kun kiiliäistä pakoon,
levottomasti hyppelemään ja ammumaan toistensa selkään yritellen;
kaikki pyrkivät ne lautan laidalle.
— Jeesus Maaria! Pyhä Anna! Me hukumme! — äännähteli lihava
saippuamatami.
— Istukaa vain te matami lautan toiselle partaalle, niin se kyllä
tulee tasapainoon! — pilaili suutari.
Mutta pila pois! Miesten oli lujasti tarttuminen vetotouviin
voidakseen pitää lauttaa tasapainossa, sen toinen parras kun
arveluttavasti läheni veden pintaa.
Nyt sonni mylvähti kerran tuimasti ja hyppäsi aika harppauksella
lautalta veteen. Eikä aikaakaan, niin hyppelivät kaikki neljäkolmatta
lehmää perässä virtaan.
Lautta kulki silloin jo keskivirrassa.
Elukat uivat takaisin rannalle, mistä oli tultukin.
Molemmat mähriläiset huutelivat lauttamiehille, että pitää palata
takaisin heti paikalla karanneita elukoita hakemaan.
— Mitä hittoa! Ei takaisin! — huutelivat markkinamiehet. —
Meidän pitää päästä ylitse. Muutenkin jo markkinoilta myöhästytään.
— Älkää yhtään haikailko, pojat, — virkkoi aivan tyynenä
karjapaimen.
— Kyllä minä pian eläimet palautan.

Näin sanoen hän hyppäsi ratsunsa selkään, kannusti sitä kerran ja
antoi sen hypätä laidan yli virtaan.
— Pian paimen ne saavuttaa! Ei pidä yhtään pelätä! lohdutteli
suutari epätoivoisia Mährin miehiä.
Mutta toista mieltä oli rannalle jäänyt hevoskauppias, jolla ei enää
ollut hevosille tilaa lautalla ja joka ei itsekään tahtonut antaa niitä
vaaraan toisten elukkojen joukkoon.
— Te ette ikinä enää tuota karjaa saa nähdä! Kyllä se nyt on
mennyttä! — huuteli hän rannalta lautalla meneville.
— Mitä se Pilatuksen pyöveli siellä taas puhuu? — Suutari ihan
suuttui. — Olisi tässä siansääri, niin heittäisin sillä niskaan.
Karja ui viistoon suuntaan Hortobágyin puoleista rantaa kohden ja
nousi matalalle päästyänsä kauniisti maalle. Paimen jäi jälkipuoleen.
Sarvikarja pääsee vedessä eteenpäin paremmin kuin hevonen.
Saavuttuansa rannalle paimen irroitti kaulastaan pitkän piiskansa
ja läimäytti sillä kovasti muutamia kertoja.
— Ahaa! Jo se rupeaa niitä palauttamaan! — puhelivat nyt
markkinamiehet mähriläisiä lohduttaen.
Mutta piiskan läimäykset vain pelottavat sarvikarjan nopeampaan
juoksuun.
Tämä lehmien lautalla tekemä kepponen antoi matkustajille
aihetta laajaan ajatustenvaihtoon. Lauttamiehet vakuuttivat, ettei
tämä suinkaan ollut ensimmäistä kertaa. Usein Hortobágyista tuodut
elukat saavat sen sisun, että tuntiessaan lautan liikkuvan vedessä

yhtäkkiä hullaantuvat, hyppäävät veteen, uivat rannalle ja karkaavat
takaisin pustalle.
— Ihmisessäkin on isänmaanrakkautta, — vakuutteli
vehnästenmyyjä, joka oli lukenut paljon kirjoja ja tullut niistä tuon
taudin tuntemaan.
— Niin kai! — selitti saippuakauppias, — lehmät karkasivat kotia,
kun heidän vasikkansa jäivät sinne. Siinä tehtiin väärin, kun vietiin
emät pois vasikoittensa luota.
— Toista minä tuumaan, — virkkoi suutari, joka jo virkansakin
puolesta oli epäileväinen. — Olen usein kuullut, että viekkaat betyárit
tahtoessaan hajoittaa laumaa pistävät rasvaa piippuunsa tupakan
sekaan. Kun nauta tuntee nenässään tuon hajun, niin se villiintyy ja
lähtee karkaamaan tiehensä. Paimen junkkari silloin helposti saattaa
siepata laumasta jonkun hiehon tai mullikan. Olin äsken juuri
tuollaista hajua tuntevinani.
— Ettekä kuitenkaan lähtenyt karkuun. — Tälle sanallekos vasta
naurettiin.
— Varroppas, räätäli! Kunhan vain tästä päästään rantaan.
Mutta nuo molemmat mähriläiset eivät pitäneet tuota karjan
kepposen selittelemistä ensinkään naurun asiana, vaan nostivat
sellaisen ulinan ja vaikerruksen kuin tappiolle joutunut mustalainen.
Vanha lauttaaja osasi vähän slovakin kieltä ja lohdutteli heitä.
— Ei pidä ulista, vieraat. Nje stjekát! Ei karjapaimen teidän
lehmiänne varasta. Se on rehellinen mies. Onhan hänellä hatussa iso
messinkilevy, johon on piirretty kirjaimet D.V., ja ne eivät merkitse

sanoja "Dugd el, Vedd el", pistä piiloon, vie pois, vaan nimeä
"Debreczen Városa", Debreczenin kaupunki. Ei se tohdi lehminensä
pakoon karata. Kun me palajamme takaisin, niin on jo koko karja
koossa rannalla odottamassa. Kyllä paimen ne palauttaa. Menihän
koiransakin mukaan pois lautalta. Kun toisen kerran elukat tuodaan
lautalle, niin pitää vain sitoa lehmät parittain sarvista yhteen ja
kytkeä sonni kiinni tuohon rautarenkaaseen, niin kyllä tästä ylitse
päästään. Lauttaraha vain pitää suorittaa toiseen kertaan.
… Kului hyvinkin puolitoista tuntia, ennenkuin lautta pääsi toiseen
rantaan ja ennenkuin se tyhjeni, taasen täyttyi ja ehti takaisin
toiselle puolelle.
Mähriläiset juoksivat heti kummulla sijaitsevan lauttaajatalon luo
laumaa etsimään.
Mutta sitä ei näkynyt missään.
Hevoskauppias tiesi sanoa, että nuo villit eläimet olivat täyttä
laukkaa juosseet tuonne arolle päin, perässä paimen sekä hänen
koiransa, ja pian kadonneet tuonne piilipuiden taa. Ne eivät olleet
kulkeneet maantietä, vaan juosseet myötätuuleen, sarvet päin maata
ja häntä ilmassa, ihan kuin kiiliäistä pakoon.
Muuan myöhästynyt savenvalaja, joka kuorminensa tuli Ujvárosin
puolesta, tiesi kertoa tavanneensa Hortobágyin tuolla puolen
sarvikarjalauman, joka mylvien juoksi Zámin kumpuja kohden,
perässä ratsumies koirinensa. Hortobágyin joki kun tuli vastaan, niin
ne syöksyivät veteen, ja sitten katosivat näkyvistä korkeaan
kaislikkoon sekä karja että ratsumies.

Lauttaaja-isäntä kääntyi mähriläisten puoleen, jotka suu auki
miestä kuuntelivat, sanoen: — Nyt on ulisemisen syytä, miehet!

IX.
Ohatin pusta on "koreiden tammojen" laidunmaa. Paimenmajalta
pustan keskeltä katsoen taivaanrantaan asti näkee vain hevosia
syömässä laitumella. Siellä niitä on kaiken värisiä, joita mainita
saattaa, ruskeita, harmaita, mustia, laukkia, voikkoja, kimoja,
päistärikköjä, raudikkoja, suotia, jopa valkoisiakin, jonka värisiä
nuoret hevoset harvoin ovat. Kai tuon monivärisyyden tähden juuri
näitä hevosia sanottiin "koreaksi tammastoksi".
Kaikki Debreczenin kaupungin tammat täällä ovat yhdessä
varsoinensa. Niitä ei pidetä koskaan tallissa, ei talvellakaan; lauman
lisääntymisestä vain isäntäpaimen tekee vuosittain tiliä.
Täältä ovat kotoisin ne hyvät arohevoset, joita tullaan kaukaakin
ostamaan. Kaikki hevoset näet eivät kelpaa hiekkaisille aroteille;
vuorihevonen seisahtuu, kun pitää alamaan maanteitä kulkea.
Hevoset ovat laitumella eri ryhmissä, kukin johtajaoriinsa
ympärillä, ahkerasti syöden. Hevonen syö aina. Oppineet miehet
sanovat Jupiterin kironneen hevosen, kun Minerva oli sen luonut,
että sen pitää aina syömän eikä ikinä ravituksi tuleman.

Neljä viisi paimenta hoitaa ratsunsa selästä tuota satakuntaa
hevosta, pitkäsiimaisella piiskalla palauttaen niitä, jotka tahtovat
pyrkiä erilleen.
Täällä on muuten kaikki samalla tavalla laitettu kuin sarvikarjan
paimentenkin luona, samanlainen paimenmaja, keittiö, tuulensuoja
ja vipukaivo. Mutta täällä ei tarvita kärripoikaa, ei orvonturvetta eikä
paimenkoiria, sillä hevonen ei kärsi koiransukua lähellään, ei sutta
eikä hallia, vaan potkii sen kuoliaaksi, kun likelle tulee.
Puolenpäivän aikana alkavat eri tahoilla syövät hevoset vetääntyä
suuren kaivon läheisyyteen.
Kahdet rattaat näkyvät lähenevän paimenmajaa tuolta
Hortobágyin sillalta päin.
Isäntäpaimen, tanakka, hartiakas ja luiseva ukko, katseli tulijoita,
kädet silmillä päivänvarjostimina, tunsi tulokkaat jo kaukaa heidän —
hevosistaan.
— Se on herra Mikael Kádár, ja toinen on hevoskauppias Pelikán.
—
Heti kun kalenteriini katsahdin, niin arvasin, että he tänään tulevat.
— Vai seisoo se teidän kalenterissanne? — kysäisi Santeri paimen
kiusoitellen.
— Seisoo se. Siinä Csáthyn kalenterissa seisoo kaikki. Ensi pyhästä
alkavat Onodin eläinmarkkinat; sinne pitää Pelikánin saada hevosia.
Tämähän oli selvä asia. Tultiin siis hevosia ostamaan. Herra Mikael
Kádár on myyjä, Samuel Pelikán on ostaja.

Herra Mikael Kádárin me varmaankin jokainen tunnemme.
Pyöreäkasvoinen pulska mies, sievät viikset, suu aina hymyssä ja
keskiruumis erittäin pullea; tavallisesti on hänellä aina yllä nyöritakki,
kannukset saappaissa, pyöreä, pystyreunainen hattu päässä, hoikka
keppi kädessä, nuppina puusta leikattu linnunpää. Hänen hevosiansa
on tuo ryhmä tuolla lätäkön reunalla, ruskea ori etummaisena.
Samuel Pelikán taasen on laihakasvuinen mies, kauhean käyrä
nenä, pitkät viikset ja parta, selkä ja sääret hiukan koukussa
alinomaisesta hevosten tarkastelemisesta. Suuri leveälierinen
huopahattu, kurjensulka kyljessä, on hänellä päässään, kirjava liivi ja
lyhyt takki yllä ja housut saapasvarsiin pistettyinä, iso sikarikotelo
takin sivutaskussa, ja kädessä pitkä ratsupiiska.
Astuttuaan alas rattailta tulivat herrat kävellen paimenmajalle,
missä isäntäpaimen oli heitä vastaanottamassa. Kun oli hänen
kanssaan muutama sana vaihdettu, antoi hän miehillensä tarpeelliset
käskyt, ja sitten lähdettiin hevosia katsomaan.
Kaksi paimenta ajoi ratsain edellään mahtavilla piiskan läimäyksillä
sitä hevoslaumaa, jonka seassa herra Kádárinkin omat olivat. Siinä
oli noin pari sataa hurjaa hevosta, joihin ei vielä ikinä ollut ihmiskäsi
koskenut.
Kun paimenet pitkässä kaareutuvassa rivissä ajoivat edellänsä
hevosparvea herrojen nähtäväksi, niin kauppias huomautti maassa
seisovalle kolmannelle paimenelle yhtä nelistävää ruskeata, joka
häntä miellytti.
— Tuosta minä pidän.

Nyt Santeri Decsi heitti yltään viitan ja takin, otti käteensä valmiin
suopungin, vasemman käden ympäri sen pään kiertäen, ja meni
täyttä laukkaa kohti tulevaa hevoslaumaa vastaan. Salaman
nopeudella hän heitti suoraksi suopungin valittua hevosta kohden,
rengas osui täsmälleen eläimen kaulaan, jotta se alkoi sitä kuristaa.
Hirnuen kiitivät toiset hevoset edelleen, mutta kiinni saadun täytyi
jäädä. Se pärskyi, nousi pystyyn, pyrki pakoon, mutta turhaan. Mies
seisoi kuin olisi ollut vaskesta valettuna, pitäen kiinni suopungin
päästä. Avarat paidanhihat luisuivat ylös olkapäihin, käsivarret olivat
tukevat kuin muinaiskreikkalaisten ja -roomalaisten sirkustaiteilijain.
Molemmin käsin hän veti yhä lähemmäksi vastaan pinnistävää hurjaa
hevosta, ei auttanut mikään, ihan viereen piti sen tulla. Silmät jo
olivat pulleina, sieraimet selällään, hengitys raskaasti ähkyvä. Nyt
kiersi paimen kätensä hellästi hevosen kaulaan, kuiski jotain sen
korvaan, otti suopungin silmukan pois kaulasta, ja nyt tuo hurja eläin
muuttui lauhkeaksi kuin lammas, helposti sai jo panna päitset
päähän. Heti sidottiin se marhaminnalla hevoskauppiaan rattaisiin:
suolaisella leivällä tämä kiiruhti kestitsemään uhriansa.
Tämä voimannäyte uudistettiin kolmasti; Santeri ei heittänyt
harhaan kertaakaan. Vasta neljännellä kerralla kävi niin, että silmus
oli liian avara ja siitä syystä meni aivan kiinni otetun tamman
rinnuksiin asti, jotta se, kuin ei tuntenut kuristusta, ei
antautunutkaan aivan vähällä, vaan rupesi hyppelemään ja vastaan
vintturoimaan, vetäen suopungissa paimenta perässään hyvän
matkan. Mutta sai hän kuitenkin siitä viimein voiton ja talutti kiinni
otetun hevosen herrojen luo.
— Tämäpäs on hauskempaa kuin karambol-peli kapakassa! —
virkkoi
Samuel Pelikán kääntyen herra Kádáriin.

— Ei hänellä muuta työtä olekkaan, — vastasi kunnon porvari.
Hevoskauppias otti taskusta sikarikotelonsa ja tarjosi
paimenellekin.
Santeri otti sikarin, iski tuluksilla tulta ja tuprutteli pian mahtavia
savuja.
Nuo neljä hevosta sidottiin ostajan rattaisiin. Kaksi perään, kolmas
istuimen kohdalle ja neljäs valjaissa olevan oheen.
— Te olette vasta väkevä mies, — jatkoi vielä herra Pelikán,
sytyttäen sikariansa Santerin sikarista.
— Mitä, kun juuri on sairastamasta päässyt … murahti vanha
isäntäpaimen.
— En minä ole sairastanut! — väitti Santeri, pää ynseästi pystyssä.
— Lempoko sinua sitten vaivasi? — Kolme vuorokautta mies
makasi tuolla Mátan lasareetissa.
— Ei olekkaan mies lasareetissa maannut! Sehän on vain hevosia
varten.
— Mitä siellä sitten teit?
— Pätkässä olin, jotta piisasi, jos tietää tahdotte.
Isäntäukko siveli viiksiänsä ja murahti tyytyväisenä pahoitellen:
— Tuollaisia veitikoita ne ovat! Milloinkaan eivät ilmaise, miten
hullusti heidän on käynyt.

Nyt tuli maksun suoritus.
Kahdeksansataa floriinia sovittiin hinnaksi noista neljästä
hevosesta.
Herra Pelikán otti esiin povitaskusta ison nahkalompakon, josta
hän paperitukun seasta otti esille yhden. Ei siellä ollut ainoatakaan
seteliä, vaan paljaita sileitä vekseleitä, sekä tyhjiä että täytettyjä.
— Minä en koskaan kuljeta mukanani rahaa, vaan vekseleitä,
puhui kauppias. Näitä ei kukaan viitsi minulta rosvota, varas vain
joutuisi pahaan pulaan. Näillä minä maksan.
— Ja minä hyväksyn, — vastasi herra Kádár. — Herra Pelikánin
vekseli on puhdasta rahaa.
Hänellä oli kirjoitusneuvotkin mukana. Housuntaskussa
ruuvikantinen tolppo ja saapasvarressa kynänvarsi.
— Pian saadaan tästä kirjoituspöytäkin, — virkkoi Pelikán. —
Tuokaa, paimen, tänne hevosenne, olkaa niin hyvä.
Santerin hevosen satulan päällä saattoi helposti täyttää vekselin
tyhjät kohdat. Paimen katseli tarkasti herrain työtä.
Eikä vain paimen tullut katsomaan, vaan hevosetkin. Nuo samat
hurjat hevoset, joita oli neljästi takaa ajettu ja joiden joukosta oli
suopungilla neljä otettu kiinni, kerääntyivät kuin uteliaat lapset ilman
vähintäkään pelkoa miesten ympärille. Muuan raudikko laski päänsä
ihan hevoskauppiaan hartialle, hänen hommiansa kummastellen. Ei
kukaan noista tietysti ollut ennen nähnyt vekseliä tehtävän.

Toiset katsojat olivat vaiti, mutta Santeri Decsi rohkeni tehdä
yhden kysymyksen.
— Minkätähden kirjoitettiin tuohon paperiin kahdeksansataa
kaksitoista floriinia ja 18 kreutseriä, kun hevosten hinta oli tasan
kahdeksansataa?
— Se on nähkääs sillä tapaa, että minä olen velkapää
suorittamaan summan käteisellä rahalla. Nyt kirjoittaa herra Kádár
nimensä vekselin takapuolelle ja vie sen huomenna heti pankkiin.
Siellä maksetaan hänelle siitä kahdeksansataa floriinia, kun ensin
vedetään pois korko 12 fl. 18 kr.; vasta kolmen kuukauden perästä
minä suoritan summan pankkiin ja viljelen rahoja sen ajan.
— Mutta jollette maksakkaan silloin pankkiin!
— Silloin ottaa herra Kádár minulta rahat lain voimalla. Ja minulla
on luottoa.
— Nyt ymmärrän. Sellainen siis on se vekseli.
— Ettekö koskaan ole ennen vekseliä nähnyt?
Santeri päästi aika naurun. Puhdas hammasrivi kiilsi
veitikkamaisesti hänen nauraessaan.
— Mitä hevospaimen vekselillä!
— Mutta totta puhuen: teidän toverinne Frans Lacza on enemmän
herrastapoja oppinut; hän tietää, mihin vekseli kelpaa, vaikka onkin
vain karjapaimen. Minun hallussani on täällä paraikaa yksi sellainen
pitkä paperi häneltä; otan sen esille nähdä, jos tahdotte.

Hevoskauppias etsi sen paperiensa joukosta ja ojensi sen Santerin
silmien eteen, antoipa käteenkin. Kymmenen floriinin vekseli se oli.
Paimen kysäisi ällistyen:
— Miten te, herra Pelikán, olette karjapaimenen tullut tuntemaan?
Eihän hän lehmänkauppoja tee.
— En minä olekkaan tätä saanut, vaan vaimoni. Minun vaimollani
on näetsen pieni kultasepänliike, jota hän hoitaa omin päinsä ja
johon minä en juuri ollenkaan puutu. Pari kuukautta sitten tuli hänen
luokseen arvoisa Frans Lacza tuoden kullattavaksi pari hopeaista
korvarengasta perineen; hyvin olikin määrä kullata.
Nämä sanat olivat Santerille kuin ampiaisen pistos.
— Hopeaiset korvarenkaat?
— Aivan niin. Kaunista filigraanityötä. Kymmenen floriinia oli
määrä maksaa kultauksesta. Hän saikin ne kullattuina takaisin. Ei
varmaankaan itse niitä käytä. Rahaa miehellä ei ollut, mutta tämän
vekselin antoi; Demetriuksen päiväksi on määrä maksaa.
— Tuo vekselikö?
Oudosti tuijottivat Santerin silmät, sieraimet värähtelivät; kasvot
vääntyivät niin kummallisen näköisiksi, että olisi luullut hänen
nauravan, mutta vekseli hänen kädessään vapisi. Eikä hän antanut
sitä takaisin; lujasti piti hän sitä kädessänsä.
— Koska tuo vekseli teitä niin miellyttää, niin minä annan sen teille
juomarahan sijaan, — puhui herra Pelikán saaden jalomielisen
päähänpiston.

— Mutta hyvä herra! Tämä on liian paljon juomarahaksi.
Kymmenen floriinia.
— Tietysti on kymmenen floriinia teille iso summa. Enkä minä liioin
ole sellainen pölkkypää, että heittelisin kymmeniä floriineja
juomarahaksi joka hevoskaupassa, mutta totta puhuen haluan jollain
lailla päästä tuosta vekselistä, kuten muinainen suutari
viinitarhastansa.
— Olisiko siinä jotain petoskauppaa?
— Ei siinä mitään petosta ole. Asia on aivan täyttä totta. Antakaas,
minä selitän; olkaa hyvä, katsokaa tänne. Tuossa seisoo: Herra Frans
Lacza. Alla seisoo hänen asuinpaikkansa ja sitten "maksettava". —
Kumpaankin kohtaan olisi pitänyt kirjoittaa: Debreczenissä. — Mutta
minun vaimoni, se tuhma akka, onkin kirjoittanut siihen:
"Hortobágyissa". — Tämä kyllä on totta. — Herra Frans Lacza asuu
Hortobágyissa. Mutta olisi akka edes kirjoittanut Hortobágyin
majatalon, tiedän missä se on, mutta nyt pitäisi minun, tämä vekseli
kädessä, kulkea häntä Hortobágyista etsimässä kukatiesi kuinka
monella paimenmajalla ja voisivat koirat vielä repiä housunikin. —
Voi kuinka paljon riitaa on tästä asiasta syntynyt minun ja vaimoni
välillä! Nyt voin ainakin sanoa myyneeni vekselin sadan prosentin
voitolla eikä meidän enää tarvitse sen tähden kiistellä. Ottakaa pois
vaan. Te kyllä osaatte karjapaimenelta ottaa nuo kymmenen floriinia,
sillä tehän ette pelkää häntä itseään ettekä hänen koiraansa.
— Kiitoksia, herra. Paljon kiitoksia.
Paimen taittoi vekselin kaksinkerroin ja pisti sen povitaskuunsa.

— Hän on oleva suuresti kiitollinen tuon kymmenen floriinin
juomarahan tähden, — kuiskasi Mikael Kádár isäntäpaimenelle. —
Jalomielinen teko kantaa hyviä hedelmiä.
Herra Mikael Kádár viljeli paljon sanomalehtiä, hänelle tuli
Vasárnapi Ujság ja Politikai Ujdonságok, ja siksi hän puhui niin
valituin sanoin.
— Ei se ilo lähde varsin siitäkään, — murahti isäntäpaimen. —
Santeri kyllä tietää, että Frans Lacza on edullisen paikan saatuaan
muuttanut Mähriin viime perjantaina; ei hän ikinä enää näe miestä
eikä noita kymmentä floriinia. Siitä hän vain on hyvillään, että on
selvillä noiden korvarenkaiden asiassa. Tässä jutussa on näet
tytönpuolikin.
Herra Kádár nosti keppinsä linnunpään suulleen.
— Hoo! Tämä on aivan toinen asia.
— Tuo poika on, tiedättekös, minun kummipoikani. Minä pidän
hänestä paljon. Ei kukaan niin hyvin hoida hevosia kuin tuo poika.
Kaikin mokomin minä tahdoinkin saada hänet vapaaksi sotaväestä.
Tuo toinen, Franssi näetten, on taasen lankoni, karjapaimenen
kummipoika. Sekin olisi kelpo mies. Molemmat voisivat olla hyviä
tovereita, jollei lempo tai joku muu pahahenki olisi pannut heidän
väliinsä tuota keltanaamaista tyttöä. Nyt ne tuon hetaleen tähden
toisensa vaikka elävältä söisivät. Hyväksi onneksi keksi lankomies
sen keinon, että lähetti Franssin Mährinmaalle isäntäpaimeneksi
eräälle herttualle. Siten voipi rauha taas palata Hortobágyiin.
— No sepä oli sukkelampi keino kuin Kolumbuksen munan
kirvoittaminen

Ariadnen langasta.
Santeri huomasi tästä hiljaisesta keskustelusta, että hänestä oli
puhe. Toisten puheiden kuunteleminen ei ole magyarilaisen luonteen
mukaista. Hän astui sentähden syrjään. Rupesi ajamaan hevosia
juottopaikalle, minne jo oli muutamia joukkioita kokoontunut. Siellä
oli kyllä tekemistä. Viisi oli paimenta, kolme kaivonvipua,
tuhatviisikymmentä hevosta. Kunkin paimenen piti painaa
kaksisataakymmenen kertaa vipu alas, täyttää sanko, nostaa se ylös
ja kaataa ruuheen. Tämä on heille jokapäiväistä leikkiä — ja
tapahtuu se kolmasti päivässä. Ei heidän tarvitse liikkumisen
puutetta valittaa.
Ei Santerin muodosta voinut ensinkään havaita mitä hänellä oli
mielessä. Oli vain hyvällä tuulella, jopa tavallista paremmalla.
Vihelteli ja lauleli kaiken päivää. Avara pusta kaikui hänen
lempilaulustansa:
"Rahaa ei oo miekkosella,
kulkee kuudella orhisella;
joka hepo hempeäinen,
vaikk' on poika äpäräinen."
Jo lauleli toinen ja kolmaskin paimen hänen perässänsä samaa
nuottia; se kaikui yli koko Ohatin pustan. Seuraavana päivänä oli hän
yhtä hyvällä tuulella aamusta iltaan, niin että häneen soveltui
sananlasku: On niin hyvällä päällä, kuin tuntisi tuhon tulevan.
Auringon laskiessa johdettiin hevoset yösijoillensa kaikki majan
läheisyyteen, missä ne pysyvät yhdessä aamuun asti.

Renkipoika sillä aikaa toi selässään ison kantamuksen kuivia ruo'on
pillejä lähellä olevasta ruoikosta. Niistä hevospaimenet tekevät
iltaisin nuotion, jonka ääressä lämmittävät iltaruokaansa.
Hevospaimenten illallinen on aivan toista lajia kuin karjapaimenten.
Ei puhettakaan eksyneestä porsaasta tai lampaasta, joista
teattereissa puhutaan; sikalaumat ja lammasjoukot paimennetaan
kaukana täältä tuolla puolen Hortobágyin jokea, niin että
hevospaimenella olisi päivän matka käydessään sieltä puhaltamassa
porsaan tai lampaan. Eikä täällä viljellä raadonlihaa, josta
karjapaimen tuonnoin mainitsi. Isäntäpaimenen emäntä kaupungista
laittaa tänne ruuan koko viikoksi. Se on aimo ruokaa, sen ääreen
kelpaa kenen hyvänsä istua: Silavaa etikan kanssa, — Velliä, —
Verimakkaraa, — Kaalia, — Likkiötä. Kaikki viisi paimenta syövät
yhdessä isännän kanssa, eikä renkipoikakaan jää osattomaksi.
Hevonen ei menettele auringon laskettua sarvikarjan tavalla, joka
illalla juotettua laskeutuu taajoissa ryhmissä maata ja rupee
märehtimään. Hevonen ei ole niin tyyniluontoinen, vaan se syö
yölläkin, kun vain on kuutamo; ruoho kelpaa silloinkin sille.
Santeri on vieläkin mainion hyvällä tuulella. Illallisella nuotion
ääressä oltaessa hän kysyy isännältä:
— Sanokaapas, hyvä kummisetä, mikä on syynä siihen, että
hevonen saattaa syödä kaiken päivää eikä herkeä yölläkään. Vaikka
koko kenttä olisi hedelmäleivoksia täynnä, niin ei minua haluttaisi
olla aina syömisen touhussa.
Isäntäukko nakkasi vielä ruokoja sammuvaan tuleen.
— Kerron teille siitä tarinan, mutta älkää vain naurako. Se on
vanha asia. Kerrottiin niihin aikoihin, jolloin teinit kävivät

kolmikulmaisissa hatuissa. Eräältä sellaiselta mustekouralta minä sen
kuulin; hänen sielunsa saa siitä kärsiä, jos hän ei puhunut totta. —
Eli näet kerran kuuluisa pyhimys, jonka nimi oli Martti, — elää hän
vieläkin, vaikkei käy Hortobágyissa.— Sitten oli juuri täällä
Hortobágyissa kuningas, jota sanottiin Hevos-Marotiksi. Tämän
nimen hän peri siitä, että sai viekkaudella anastetuksi Pyhältä
Martilta sen ihmehevosen, jolla tämä kulki ympäri maailmaa. Kerran
näet tuli pyhä Martti hänelle vieraaksi, ja tuo hevonen vietiin
kuninkaan talliin. — Kun Pyhä Martti sitten tahtoi lähteä aikaisin
aamulla matkaan, niin hän sanoi kuninkaalle: "Anna tänne hevoseni,
minun pitää lähteä." Kuningas vastasi: "Ei nyt sovi, hevonen paraikaa
syö." — Pyhä Martti odotti puoleenpäivään, sitten vaati hän taas
hevostansa. — "Nyt ette ainakaan voi lähteä", puhui kuningas, "sillä
hevonen syö juuri nyt". — Pyhä Martti odotti päivän laskuun ja
rupesi taas kuninkaalta vaatimaan hevostansa. "En tosiaankaan voi
nyt sitä laskea, hevosenne syö nytkin", vastasi kuningas. — Silloin
suuttui Pyhä Martti, heitti kirjansa maahan ja kirosi sekä kuninkaan
että hevosensa. "Sinun nimeesi hevonen tarttukoon älköönkä siitä
ikinä irti pääskö, ja hevonen olkoon kirottu, syököön kaiken päivää,
mutta älköön koskaan kylläänsä saako." Siitä asti hevonen ei
koskaan saa kylläänsä syödäkseen, vaikka on laitumella päiväkaudet.
— Minulle on sanottu, että joka ei usko, olkoon uskomatta.
Paimenet kiittivät isäntää sadun kerronnasta. Sitten meni kukin
etsimään hevostansa ja poistui hiljaiseen tähtiyöhön, jokainen oman
laumansa luokse.

X.
Oli ihana ja lämmin kevätpäivän ilta; taivaalta ei tahtonut iltarusko
malttaa lähteä, ennenkuin yö sen verhosi hienoiseen
usvapeitteeseen, joka nousi ja levisi taivaanrannalle.
Uusikuu näkyi jo tuolta Zámin kummun kohdalta, ja sen
yläpuolella säteili lempiväisten tähti, tuo varhain nouseva, myöhään
laskeva kointähti.
Hevospaimen katsoi itselleen laumansa lähellä yösijan, riisui
ratsunsa selästä satulan loiminensa, otti suitset päästä ja asetti ne
maahan pystyyn asetetun kepin nenään. Loimi pantiin satulan päälle,
siitä tuli päänalus, ja viitta peitoksi, niin oli makuusija valmis.
Mutta ennenkuin hän meni maata, lohkoili hän illallisesta jääneen
leivän palasiksi ja antoi ne kädestänsä hevoselleen.
— Nyt saat sinäkin mennä haukkaamaan ruohoa, Ilo heponi.
Sinäpä et pidäkkään päiväkausia syömisen virkaa kuten toiset
hevoset. Sinä saat aina olla satula selässä. Ja herrat vielä tahtoisivat,
että sinun kaiken päivää liikkeellä oltuasi pitäisi joutua koneen eteen
nostamaan kaivosta vettä! Sitä saavat odottaa. Luulevatko he
hevostakin ihmisen kaltaiseksi koiraksi?

Hän pyyhki liehuvalla paidanhihalla hellästi hevosensa silmät.
— No, mene nyt etsimään hyvää ruohoa syödäksesi, mutta älä
joudu liian kauas; kun kuu laskee ja tuo kirkas tähti katoaa, niin saat
tulla takaisin. Katsos, minä en sido sinua liekaan, kuten karjapaimen,
en kytke sinua kuten moukat. Siinä on kyllä, kun huudan aamulla:
"hoi, Ilo heponi!" niin sinä heti olet paikalla.
Ymmärsikö eläin? Miksei olisi ymmärtänyt. Päästyänsä vapaaksi
satulasta ja suitsista teki hevonen aimo hyppäyksen, ojenteli sitten
takaraajojansa, rupesi piehtaroimaan, kääntyen selällään ainakin
kolmasti koivet päin taivasta; sitten se nousi nopeaan taasen
jaloillensa, pudisteli, hirnahteli ja rupesi halukkaasti haukkaamaan
rehevää ruohoa, pitkällä hännällään yöhyönteisiä luotansa
karkoitellen.
Hevospaimen loikoili pitkällään siinä makuusijallansa viheriällä
nurmella.
Mikä mainio vuode! Patjana koko laaja pusta ja telttana
tähtitaivaan kansi.
On jo yö. Mutta maa ei pahan lapsen lailla tahdo vielä nukkua.
Eikä se unta saisikaan. Kuuluu kaikenlaisia ääniä vielä. Kaikki on niin
salaperäistä. Ei tänne kuulu kirkonkellojen ääni kaupungista eikä
koirain haukunta karjapaimenten majan luota, sieltä on tänne siksi
pitkä matka. Läheisessä ruoikossa rääkyy ruo'onpäristäjä ihan kuin
joku aavehenki; soiden satakieli, suovarpunen tirskuttaa, ja tuhannet
sammakot säestävät; Hortobágyin myllyn yksitoikkoinen kalkutus
kuuluu sekaan. Ylhäältä ilmasta huokuu hiljaista hyminää,
jäähyväisvaikerrusta, hanhet ja kurjet siellä lentävät säännöllisissä
parvissa; niitä töintuskin näkee, vaikka onkin kirkas tähtitaivas. Taaja

hyttysparvi vielä survoo edestakaisin ilmassa, senkin ääni tuntuu
kaukaiselta aavesoitolta. Välistä kuuluu myöskin hevosen hirnuntaa.
Ennen sinun on tullut hyvin uni, paimen parka; kun pääsi satulaan
varaan laskit, niin heti nukuit; mutta miksi nyt valvot tummansinistä
taivasta katsellen ja puhutellen tähtösiä, kuten kummisetäsi on sinua
opettanut? Tuolla keskellä taivaan kantta on "Pohjantähti", joka ei
milloinkaan liiku paikaltaan; tuolla on "Paimenpari", tuo väriään
vaihteleva on "Orvonsilmä". Tämä kirkas tähti taivaanrannalla on
"Viikatetähti", ja tuo kirkkaampi taasen "Pakolaisen lamppu". Nuo
kolme tuolla ovat "Kolmen kuninkaan tähdet", — yhdessä sarjassa
on "Seitsentähtinen", ja tuo, joka pian katoaa usvan taa, on "Taivaan
ikkuna".
Mitä tähtien katseleminen häntä auttaa, kun ei kumminkaan taida
niiden kanssa puhella? Outo, raskas taakka painaa hänen
sydäntänsä; hänen sielussaan tuntuu olevan kamala, verta vuotava
haava! Ehkä helpottaisi, jos voisi jollekin ilmaista sydänsurunsa ja
valitella vaivaansa. Mutta tämä pusta on yhtä tyhjä kuin se on
suurikin.
Tuo kirkas tähti laski, kuu oli myöskin jo katoamassa, hevonen
heitti syöntinsä ja palasi isäntänsä luo. Tuli hiljaa astellen, ikäänkuin
peläten hänet herättävänsä, ja kaulaa ojentaen tutki, pää alhaalla,
nukkuiko isäntä vai eikö.
— Tule vain, heponi. En nuku vielä.
Nyt hevonen hirnahti iloisesti ja laskeutui itsekin nurmelle ihan
isäntänsä viereen.
Paimen nousi vuoteeltaan istualle, laskien kasvonsa kätten varaan.

Hänellä oli siis olento, jonka kanssa voi puhella. Älykäs eläin
— Katsos, rakas Ilo heponi. Sellainen on tyttö. Päältä kultaa,
sisältä hopeaa. Totta puhuessaan on puoli valhetta, valheessaan
taasen puoli totta… Ei sitä opi kukaan oikein käsittämään… Sinä
tiedät, kuinka paljon rakastin häntä… Monta kertaa kannustin
kylkiäsi verille asti, jotta pikemmin hänen luoksensa pääsisin… Monta
kertaa jätin sinut seisomaan hänen porttinsa edustalle, lumituiskuun,
lokaan, tuimaan säähän tai paahtavaan auringonpaisteeseen, niin,
sinut juuri, rakas, hyvä heponi. En sinua silloin muistanut, vaan yksin
häntä.
Hevonen näytti sangen älykkäältä ja miettiväiseltä. — Miksei hän
tuota muistaisi? Niinhän se oli.
— Tiedät senkin, kuinka suuresti hän rakasti minua… Asetteli
ruusuja korviesi taa, palmikoi nauhoilla harjasi, syötteli kädestänsä
sinua sokerileivoksilla… Monta kertaa hän vedätti meidät takaisin
syleilyllään, kun minä jo istuin satulassa. Usein hän halaili sinunkin
kaulaasi, jotta vain saisi meidät jäämään.
Hevonen äännähteli vastaukseksi hiljaa: hhmm… Kyllä hän niin
teki.
— Mutta sitten se kirottu veitikka tuli sinne ja varasti puolen hänen
sydämestänsä. Olisi edes vienyt sen kokonaan! Olisi pitänyt sen
sitten myöskin! Jospa olisi vienyt hänet mukanaan kauas maailmaan,
niin ei hän olisi jäänyt tänne puolittain onneksi, puolittain
kiroukseksi.
Hevonen varmaan koetti häntä lohduttaa, koska laski päänsä
isännän polvelle. Suruissaan paimen murahti:

— Taivaan kirouksen saakoon ilkityöstä, joka toisen ruusun
itsellensä ryöstää! Sillä jos mä itse häntä lyömään lähden, varmaan
äitinsäkin itkee työnsä tähden.
Hevonen alkoi piestä vihaisesti hännällänsä maata; isännän kiukku
tarttui häneen.
— Mutta mitenkä minä häntä voisin lyömään lähteä? Onhan mies
paennut muille maille. Et ole sinäkään noidanratsu, jotta kautta
maiden voisit minua ruveta lennättelemään, pysyt vain koreasti täällä
lohduttamassa minua sydänsurussani.
Ei hevonen voinut tätä asiaa muuksi muuttaa. Tyytymystänsä
kovaan kohtaloon se osoitti siten, että laskeutui ihan pitkälleen
nurmikolle kaula ojossa.
Paimen ei antanut hevosen vielä ruveta nukkumaan, hänellä oli
vielä puhumista.
Maiskaus huulilla, ihan suukon kaltainen, sai pian hevosen
pystyyn.
— Älä nuku… En nuku minäkään… Tulee vielä sekin aika, jolloin
maata saadaan… Ollaan yhdessä niin kauan… Sinä et saa koskaan
enää jättää isäntääsi… Enkä minä luopuisi sinusta, vaikka saisin
sinun suuruisesi ko'on kultaa hinnaksesi… Sinä yksin olet omani, olet
uskollinen… Kyllä minä tiedän, miten sinä autoit tohtoria nostamaan
minua maasta tarttuen hampaillasi liivini rinnuksiin, kun makasin
pustalla kuoleman kielissä ja korpit jo ympärilläni liitelivät. —
Muistatko sitä? Näin tartuit liiviini!… Aimo elukkani… Älä pelkää, että
enää mennään yli Hortobágyin sillan, ei enää poiketa Hortobágyin
krouviin!… Vannon tässä kautta tähtitaivaan, etten ikinä, sinä

ilmoisna ikänä astu yli sen talon kynnyksen, missä tuo tyttö asuu!…
Älkööt nuo tähdet enää minulle tuikkiko, jos sanani syön…
Tämän valan kuullessaan hevonenkin nousi etujaloilleen, istui
maassa kuten koirain on tapana.
— Älä sentään pelkää, että me tänne jäädään vanhenemaan, —
jatkoi paimen. — Emme jää ainaiseksi tätä tasankoa astelemaan…
Pienenä poikasena näin kauniitten kolmiväristen lippujen liehuvan —
niiden perässä pulskeita husaareja… Kadehdin keitä… Näin sitten
noiden husaarien kaatuvan maahan haavoitettuina ja kauniitten
lippujen joutuvan lokaan kaikkien tallattaviksi… Ei noin saa asiat
jäädä!… Vielä tulee päivä, jolloin vanhat liput otetaan kätköstään ja
me nuoret, reippaat pojat marssimme perässä antamaan selkään
noille häijyille kasakoille… Silloin sinä tulet mukaan, hyvä heponi,
kun kuullaan sotatorven ääni.
Hevonen karkasi pystyyn, ikäänkuin olisi jo kuullut sotatorven
äänen, ja rupesi etujaloillaan kuopimaan maata, harja vinhasti
nousten ja pää pystyssä sekä kovasti hirnuen hiljaiseen yöhön. Toiset
hevoset heti vastasivat sen hirnuntaan.
— Siellä sitten saadaan tämä asia päätteeseen!… Siellä paranee
surumme, ei se itkulla ainakaan tule paremmaksi. Ei minun henkeni
saa mennä uskottoman tytön myrkkyjuoman eikä vielä
myrkyllisempäin suukkojen kautta, vaan kunnon vihollisen miekan
terään. Ja kun minä makaan verissäni sotatantereella, niin sinä jäät
luokseni vartioimaan minua, kunnes tullaan hautaan viemään.
Ja ikäänkuin aikoen koetella hevosensa uskollisuutta oli paimen
nyt kuolevinaan, heittäytyi pitkälleen maahan oikaisten jäykästi
käsivartensa pitkin nurmea. Hevonen katsoi häntä hetkisen, mutta

nähdessään, ettei isäntä liikahtanutkaan, astui se korvat luisussa
hänen luokseen alkaen turvallaan koskettaa häntä olkapäähän.
Mutta kun ei paimen sittenkään antanut elonmerkkiä, alkoi hevonen
juosta tömistää yltympäri. Mutta kun ei hän kavioiden töminäänkään
herännyt, rupesi hevonen nostamaan häntä viitan kauluksesta
hampaillaan ylös istumaan, kunnes paimen lopettaen leikin aukaisi
silmänsä ja syleili molemmin käsin hevosensa kaulaa.
— Sinä olet ainoa uskollinen ystäväni.
Ja hevonen ihan nauramaan rupesi; ylähuuli nousi, jotta kiiltävä
hammasrivi näkyi, ja sitten se alkoi iloansa osoittaen hypellä ja
koikkelehtaa pikkuvarsan lailla, kun koko kuolemantapaus olikin vain
leikkiä. Viimein se itsekin laskeutui pitkälleen maahan. Nyt oli sen
vuoro jatkaa leikkiä, nyt se oli kuolevinaan.
Paimen alkoi puhutella sitä, maiskahuttaa huulillaan, mutta
hevonen ei liikahtanut.
Paimen laski päänsä hevosen kaulalle, se oli hänelle hyvänä
tyynynä.
Ratsu kohotti päätään, havaitsi isäntänsä nukkuvan ja oli hiljaa.
Siihen jäivätkin molemmat lepäämään…
Hevonen alkoi kuulla pustalta kaukaisia ääniä, mutta ei vieläkään
liikahtanut.
Kaikuvalla hirnunnalla herätti se ensin isäntänsä.
Paimen kavahti pystyyn leposijaltaan. Sitten nousi hevonenkin.
Aamu alkoi jo sarastaa, taivaanranta kellerti idän kulmalta.

Kaukaa usvasta häämötti kohti juoksevan hevosen haamu. Sen
selässä ei ollut ratsastajaa. Paimenen hevonenkin sen huomasi.
Se on jokin karkulainen. Päässyt irti joltakin paimenmajalta.
Keväisin niiden tulee ikävä aina yksin elää siellä lehmien ja härkien
valtakunnassa, jonkatähden ne vapaaksi lieasta päästyään vaistonsa
johdolla karkaavat lähimpään tammastoon. Siellä ne joutuvat
kahakkaan tammojansa pelkääväin oriitten kanssa, jotka kahakat
useimmiten päättyvät jälkimmäisten tappioksi, nämä kun eivät ole
kengässä.
Hevospaimenen pitää sentähden saada kiinni tuo karkulainen ori.
Äkkiä satula hevosen selkään, suopunki valmiiksi käsivarrelle ja nyt
vastaanottamaan vierasta tulokasta.
Mutta ei sen kiinniottamiseen tällä kertaa suopunkia tarvittu.
Saavuttuaan lähemmäksi se suuntasi kulkunsa suoraan
hevospaimenta kohden ja päästi iloisen hirnahduksen, johon
paimenen ori samaten vastasi. Ne olivat vanhoja tuttuja.
— Mitä kummia tämä on? — murahti paimen. — Ihan tuo on
samannäköinen kuin Franssin laukki. Kuinka on hänen
Mährinmatkansa laita?
Vielä enemmän hän kummasteli, kun hevoset yhteen tultuansa
kohtelivat toisiansa niin ystävällisesti kuin suinkin ja rupesivat
toistensa kaulaa hyväilemään.
Tuo on tosiaankin Franssin laukki. Onhan sen lanteella nimimerkki
F.L. Ja vielä paremmaksi vakuudeksi vieressä vanha, toisen hevosen
potkusta syntynyt arpi.

Hevosen mukana laahasi liekaköysi ja sen päässä maasta
irtaantunut palikka.
— Kuinka sinä laukki olet Hortobágyiin tullut?
Hevonen antoi helposti ottaa itsensä lieasta kiinni.
— Kuinka olet päässyt takaisin? Missä on isäntäsi? — puheli
hevospaimen.
Mutta ori ei puuttunut puheisiin hänen kanssaan, ei ymmärtänyt
häntä. Mitäpä tuollainen hevonen ihmisen puheesta ymmärsikään,
kun nautojen seurassa oli kaiken ikänsä ollut?
Hevospaimen talutti kiinni ottamansa ratsun lähellä olevaan
aitaukseen ja sulki veräjän.
Sitten hän meni ilmoittamaan asiasta isäntäpaimenelle.
Päivän noustessa taivaalle saatiin selvä tästä salaisuudesta.
Zámin pustalta tuli juosten, läähättäen kärripoika. Ei ollut edes
lakkia päässä, ilman oli lähtenyt juoksemaan.
Jo kaukaa hän tunsi Santeri Decsin ja kiiruhti suoraan hänen
luoksensa.
— … huomenta, Santeri setä! Eikö laukkia ole täällä nähty?
— On kyllä. Kuinka sen olette irti päästäneet?
— Ihan se oli kierona. Hirnuili kaiken päivää. Kun minun piti sitä
sukia, niin se pieksi minua silmiin hännällänsä; yöllä se sai liekansa
irti, ja siitä asti olen minä saanut juosta sen perässä.

Welcome to our website – the perfect destination for book lovers and
knowledge seekers. We believe that every book holds a new world,
offering opportunities for learning, discovery, and personal growth.
That’s why we are dedicated to bringing you a diverse collection of
books, ranging from classic literature and specialized publications to
self-development guides and children's books.
More than just a book-buying platform, we strive to be a bridge
connecting you with timeless cultural and intellectual values. With an
elegant, user-friendly interface and a smart search system, you can
quickly find the books that best suit your interests. Additionally,
our special promotions and home delivery services help you save time
and fully enjoy the joy of reading.
Join us on a journey of knowledge exploration, passion nurturing, and
personal growth every day!
ebookbell.com

Workplace Strategies And Facilities Management Building In Value Building Value Rick Best

More Related Content

Similar to Workplace Strategies And Facilities Management Building In Value Building Value Rick Best (20)

Recently uploaded (20)

Workplace Strategies And Facilities Management Building In Value Building Value Rick Best