CEP 446: Internship

Winter 2015
03.16.15
Megan Herzog

Integrative Essay
Bi-Weekly Journal Entries
1. First Impressions & Environment
2. Organization, Social Structure & Identity
3. Context
4. Mission & Purpose of Organization/Entity
5. Your Plans
6. Skills & Responsibilities
7. Values & Beliefs
8. Claims to Legitimacy
9. Critique
Site Supervisors Evaluation

At the end of the quarter, the Drop Box will have a compilation of your bi-weekly entries. Compose a
reflective and integrative cover essay based on them. You may select the direction of this summary essay,
but in general the question is What was it like, What did you learn, and What does it suggest as the next
step? Think of this essay as material for your response when the next employer asks you these questions.

My time as the intern for the Office of the University Architect was professional, informative and eyeopening. I gained a significant amount of skills that are applicable to a broad range of professions and have
a better understanding of how work gets done in the real world. I entered this role with humble beginnings
and can say with confidence that I am proud of the work that I have achieved.
I have coupled the phrase fake it till you make it with hard work, practice and a thorough amount of
communication. I learned early on that in some circumstances, questions must be asked, while in others,
there is something to be said for figuring it out on your own. While in school, I thrived with direction and the
ability to leave my work in the office. However, I feel that in a full-time position, I will surely find myself
creating projects for myself with the ability to manage my own schedule and timeline for long-term
assignments.
I learned the importance of office relations and the benefits of befriending your coworkers. There are times
in which positive affirmations from coworkers are all that you need to get through the day. I also learned
the importance of dependability. Timeliness is a key piece to my role within the office. As I work part-time,
it is vital that my supervisors always know when they can count on me to come in, particularly if they have
time-sensitive projects at hand. I learned to always say yes to taking on a challenge and that I am capable
of more than I realize. For example, I was often required to work with the Adobe graphic suite, such as
Adobe InDesign, Illustrator and Photoshop. I had some skills coming into this job, and found that I could
tackle any project with the help of Google and trial-and-error. In this way, my existing talents were both
utilized and refined.
As I think of next steps I view my position as the intern for the Office of the University Architect as a key
transitional piece to my professional life. I feel that this is where I am supposed to be, at this point in my
life, and the connections that I have made in this setting will be carried with me far beyond my life as a
student at the University of Washington. I have been able to share my interests and passions with my
coworkers through conversations about my studies and my Senior Project. In this way, I hope that I will
leave a lasting impression on the office and that they will reference me in years to come. I am extremely
thankful for the opportunity to work for this office and contribute my knowledge as a colleague, student and
community member in the University District.

Session 1: First Impressions & Environment

January 5, 2015
1 First impressions + environment (to be explored verbally, first class)
Describe first how you secured this internship. Be as complete as possible, including first stage of
awareness or leads, roles of colleagues, and the application/interview processes that you might have gone
through. Then what it was like coming in on the first day. Impressions vs. expectations. What happened,
exactly? Also, describe the physical environment of your internship site its location, building, and office
arrangement, your space within it all. (session 1, Jan 5th, first week of classes)

I spent the summer studying abroad in Amsterdam and was out of the country from June 22 nd to August
22nd. During my time away, my roommate, Julia Martinelli, was making plans to study abroad herself, in
Rome, with the architecture department. She had been working as the Intern for the Office of the University
Architect for a year and was responsible for finding a substitute to fill her spot during autumn quarter while
she was away. Conveniently, Julia and I have very similar interests and abilities. For this reason, Julia
reached out to me via email to establish communication between myself and Lyndsey Cameron in hopes
of killing two birds with one stone, be it getting me a job and getting Lyndsey a reliable intern.
As soon as I was back in the states, I arranged a meeting with Lyndsey and met in the office on September
1st. Prior to my arrival, I was unsure whether this was an interview or my first day on the job. To be safe, I
dressed professionally and brought a copy of my resume and cover letter. Lyndsey began by giving me a
thorough background on the office and describing a number of projects that I could help with. I took thorough
notes. She took me on a walk around the office and introduced me as the new intern to my future fellow
colleagues. One week later, I had passed all background checks and was set up at Julias old desk with an
official spot in the office.
The office is located on the 12th floor of the UW tower and is an open-plan arrangement with half-height
cubicles to separate spaces. Our floor is divided between the Office of the University Architect within the
Office of Planning and Budgeting, and UW Real Estate. Our view faces east, towards campus, with a
panoramic view from Hotel Deca to the Space Needle. If I arrive early enough, I am able to witness the
sunrise over Lake Washington. I make a point to venture to the UW Real Estate side when the sun sets in
the evening, over the Olympic Mountains. The work environment is comfortable, with scenic pictures of
Washington on the walls, projects displayed on the fronts of cubicles and living plants perched throughout.
Within this arrangement, my space is small yet central. I share half of a cubicle that is located at the entrance
to the office. I have a computer with dual monitors and a small drawer for storing office supplies and
documents. I sit facing the three leaders, Rebecca Barnes, Lyndsey Cameron and Kristine Kenney, with
my back to our GIS specialist, Eric Darst. My first official day on the job was quiet, friendly, and busy. There
were not a lot of people in the office and it felt like the calm-before-the-storm before school picked up once
more. Everyone that was there, however, made a point to talk to me and get to know me. Lyndsey gave
me a few tasks with varied importance. This gave me the opportunity to get better acclimated to my space,
to get organized, and to get work done in a timely manner.

Session 2: Organization, Context, Mission

January 12, 2015
2 Organization, Social Structure and Identity what does the site call itself, how does it position
itself? Status who is in charge, levels of the organization, and where are you in all of this? Governance
and decision-making how does this happen, management styles what do you notice? Organization
chart and reality. How do they say they are organized and how do you see it?
The site in which I work is located on the eastern half of the 12 th floor in the UW Tower. Here, you will find
the Office of Planning & Budgeting for the University of Washington, as well as the Office of the University
Architect, where I work. This office has an open floor plan with half-height cubicles and space divided
according to status. The team within this office has a definite hierarchy. I got a feel for who was in charge
prior to viewing any official documents. When I found a chart outlining roles in a flow-chart fashion, it
became clear to me that many employees partake in a number of roles to address the various elements of
campus planning. As office set-up, treatment by other staff members and the chart have shown, the
hierarchy to go as follows:
-

Rebecca Barnes, University Architect

Lyndsey Cameron, Principal Architectural Associate & UW Public Arts Coordinator
Kristine Kenney, University Landscape Architect

Flip Wood, Administrative Specialist

Bob Puzauskie, Senior Planner

Diane Machatka, Senior Planner
Miranda Leidich, Capital Planning Analyst
John Seidelmann, Director of Capital and Space Planning
Michael Carette, Senior Planner, Capital Resource Planning

Eric Darst, Space Information Analyst

Interns

As I see it, decisions are made in meetings, always. They have meetings both within the department and
with neighboring departments. If someone needs special approval, they always go to Rebecca, which
requires an informal meeting at a table in a communal space. Lyndsey and Kristine take on the brunt of
major projects and extend their efforts downwards. They work as a team in a very collaborative and friendly
environment. Pulling from the organizational chart, it is clear that many of the staff members have a shared
responsibility for major tasks. For example, the hierarchy for Design Oversight is Kristine, Lyndsey,
Rebecca, intern. Whereas Space Planning is John, Michael, Eric, intern. There are many friendships within
the office and it is also apparent which members of the staff alienate themselves and choose not to be a
part of the inner-circle.

Session 2: Organization, Context, Mission

January 12, 2015
3 Context, the world we live in, with whom are you engaged (why, how), networks (functional and
conceptual), and clients.
Consider and analyze the contextual setting of the organization you are affiliated with. Who do they serve,
relate to, and attend to? This is a persons, places and things question (and the market is a thing). Identify
them and define the nature of the relationship, to the extent that you can. Is this organization unique; are
there others that are similar; please describe. In your analysis, consider a wide range of scales local to
global. Discuss in general the organizations apparent affiliations and the basis for them.
I work directly under Lyndsey Cameron. My second source of authority comes from Miranda Leidich. I rarely
work with Rebecca Barnes. I have done a few short-term projects for Kristine Kenney and would like to do
more, as her work with Landscape Architecture is often very engaging. I have not worked for Bob
Puzauskie, however, he is a light in the office. Oftentimes if I am confused or in need of help, Bob will sense
my distress and offer aid immediately. I never work with Michael Carette or John Seidelmann. Sometimes,
as Eric Darst sits directly behind me, he will teach me elements of his work with Geographic Information
Systems or explain the reason behind the work we do.
Another aspect of my work that relates to my work engagements is that I share a desk and work space with
the other intern, Julia Martinelli. Julia is a senior in Architecture at the University of Washington and a dear
friend of mine. As we are both working at the office part-time, we share one desk that is strategically placed
in the least private location of the office. This desk is also shared with a graduate student that studies
Landscape Architecture at the University of Washington. He is rarely in the office and I am still unsure for
whom he works beneath.
Most often, I work closely with Miranda Leidich and Lyndsey Cameron. Lyndsey is very busy and will give
me jobs that need to be finished within the day. Miranda works on similar projects for Lyndsey and often
shares her duties with me. Miranda is very good at explaining the reasoning and purpose behind the work
we do. She also is very helpful in teaching me technical skills such as Excel, most recently. Currently,
Lyndsey schedules my hours while Miranda decides where my talents and time will be best suited for the
day.
This organization is unique in that it is tied to a University. With this, comes the fact of working heavily with
students and student-minded people. This can be both a blessing and a curse, as the University runs on a
tight schedule with many future-focused individuals. On the downside, there is a lot of turnover in
neighboring departments and when working with departments found on-campus. I prefer work in the UW
Tower because we are both connected to and separated from the larger campus community. The
atmosphere of the UW Tower allows staff members to feel professional and work-oriented. The views,
however, constantly remind people of their purpose and the bigger picture. It is impossible to dwell on
issues, give up on a project or even feel lazy by simply looking out any of the large windows. These windows
provide a view that is unmatched across campus, letting people know, both inside and out, that the tower
works for the people. Everything that the tower can see matters to this department.

Session 2: Organization, Context, Mission

January 12, 2015
4 Mission and Purpose of Organization/Entity, why does it exist, how did it come to be and where is it
tending and want to go (plans).
This week consider the history of this organization; ask about its origins and what it has gone through (ups
and downs) to become what it is today. Inquire about past leaders and efforts to direct the direction and
nature of the organization. Inquire about the organizations plans formal and informal the processes it
uses to create and to follow plans.
The mission, purpose and future plan of this department is all centered on the growth of the University of
Washington. Their mission statement is OUA leads the development, guidance and implementation of an
integrated vision of the physical campus that inspired creativity, intellectual vigor and the exchange of
knowledge in support of the mission of the University. Its vision is OUA envisions a campus environment
that is developed through inclusive collaboration and the strategic use of resources, that is prized for its
beauty, that sets the standard for excellence in sustainability and service, and that preserves and builds
upon the legacy of the UW as a premier University. Lastly, the values of the OUA are Engagement,
Fairness, Creativity, Openness, Quality, and Stewardship.
I think that these core values are adequately represented in person at the office. I believe that the success
of this office in following their goals is largely attributed to the set-up of the office space. By limiting the
amount of privacy one can have at work, people seem to be more work-focused and goal-oriented at all
times. This set-up makes it easy to schedule meetings and converse with other team members.
This department will become increasingly large in the years to come. As the University grows and the
campus expands, the roles and responsibility of this department grow with it. For example, the staff
members in this department deal with plans at UW Bothell and UW Tacoma in addition to work with the
University District as a whole and the City of Seattle. This entity is in no way solely focused on the
happenings of the University of Washington Seattle. I have faith that the efforts made by people in this
office will have many long-term results that will slowly display themselves as crucial elements of campus in
the years to come.

Session 3: Your Plan, Skills

January 26, 2015
5. Your Plans for this experience (personal, academic, vocational, societal), who knows about these
plans, how will you use these plans during this experience?
Now that you have had a few weeks in your internship, it is time to reconsider why you are here and to
plan accordingly.
Personal:
-

Time management
Acting professionally
Dressing professionally
Contributing to the office atmosphere (friendly, humorous, hardworking)

Academic:
-

Learn how planners, architects and landscape architects work in harmony

Learn how people in these roles work with those in Planning & Budgeting as well as Real Estate
Learn about projects on campus (Campus Landscape Framework, South Campus Study, etc.)

Vocational:
-

Practice sending professional emails

Experience creating high quality work with a time constraint
Learn the importance of reliability in being both physically and mentally present
Learn to take responsibility for my work
Learn to communicate my progress and pitfalls effectively

Societal:
-

Setting future career goals

Figure out my preferred work setting
Pay attention to the types of work that I enjoy doing, dont mind doing and despise doing
Acknowledge the mission of the company in relation to the duties I preform

Many of these plans are understated elements of my position as an intern at the Office of the University
Architect. This means that my goals were either inherently included in the work description or personally
identified by myself. For this reason, it is unnecessary for my overseer to be specifically aware of them.
For many of the vocational plans, however, my superiors are aware and supportive of my efforts. Lyndsey
Cameron and Miranda Leidich are my primary source of authority. As they decide which projects I will be
working on each week, they take into consideration which tasks would be in my highest interest. For
example, as I am better acclimated to our interview process, Miranda has given me the new responsibility
of scheduling interviews. While this seemed a rather daunting responsibility at first, I now have confidence
in my ability to email large groups of people, schedule time in a conference room and even make phone
calls.
Everyone in the office is aware that I am interested in urban planning. As the other intern is an architecture
student, the staff has made a very conscious effort to utilize students with a high level of interest in the field.
For this reason, everyone is attentive to the projects that I am exposed to. This is beneficial for me because
I feel that they are all on my team in a sense. Given that they have long-term positions, I feel a sort of
sympathy toward my young, ambitious self. This will often come in the form of questions asked about school
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and jobs post-graduation. I am frequently asked where I plan to go and what I plan to do. Learning how to
answer these questions with eloquence has been a learning experience all on its own.
Addressing these plans, I feel that this position is a good fit for me. I was unsure of my immediate duties
when I began the internship. However, as time as passed, I value the level of direction that I am given.
Lyndsey and Miranda are conscious about the type of work they give me. I am given a fair amount of handholding as well as the freedom to struggle. I have full confidence that if the personal ties that I make in this
position are unable to help me attain a job post-graduation, that the skills and knowledge I have gained
during this time will pay off in any role that I may find myself.

Session 3: Your Plan, Skills

January 26, 2015
6. Skills and Responsibilities. What does it take to do what you do in this organization? Make a thorough
list based on examples of tasks/challenges encountered over the past several weeks. Pay particular
attention to the general titles you use eg, what conventional terms are used to define what you do?
Skills and Responsibilities:
-

Email communication with Lyndsey and Miranda

o This common practice took some getting used to. I am expected to check my work email
on a regular basis and respond within the day, preferably within the hour. I make sure to
have a tidy email inbox when I arrive and exit the building. I also send an email at the end
of the day that outlines all progress that I have made and presents the opportunity to give
me feedback.

South Campus Study Phase II

o I have played many different roles in working on this large project. I created a binder for
our efforts with the School of Medicine, outlining notes, facts and maps. I have also set up
some interviews as well as sat in and taken notes on many interviews, as a part of the
interviewer team. These roles seem somewhat secretarial. I like working on the South
Campus Study because I like things to be organized and this project is detail-oriented.

Campus Landscape Survey

o For some time, I got the privilege to work on UWs new Campus Landscape Survey,
overseen by Kristine Kenney. This document is hundreds of pages long with chapters filled
with maps, pictures, graphics and text. I was able to edit some chapters of this document
and apply my Adobe skills in a meaningful way.

Mandela Piece
o My longest on-going project has been the framing of a portrait of Nelson Mandela that was
gifted to the University of Washington by the artist, Harold Riley. Being the original, this is
a very special piece and I have felt very fortunate to work with it. I played a large role in
framing the piece and writing a short bio to present alongside it. This job required research,
planning, designing, working with businesses, visiting businesses, drafting a budget and
seeing it done through fruition.

Other
o

The most time consuming responsibility I have is my ability to be flexible. For example, Ill
be going in an hour early on Tuesday to help facilitate a town hall meeting. Some projects
that I have been a part of include strategically taking photos around campus, organizing
the I: Drive for our office and working with our GeoSIMS GIS database, among others.

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Session 4: Values, Claims, Learning

February 9, 2015
7. Values and Beliefs, what are the belief patterns about things, how is goodness defined and known?
How are the subjects of community, environment, and planning understood and used?
Consider your internship site in terms of these topics: gender, race, economic status, religion, and political
alignment.

At my internship in the Office of the University Architect (OUA) at the University of Washington, goodness
is defined by a number of ways. Whether this is looking at the big picture, the small decisions or in reference
to the Mission, Vision and Values. I see goodness in the work place to be defined by actions that are
made for the benefit of the whole. This office in special in that its primary purpose is to plan for the University
of Washingtons built future. Every decision made is a step forward and a small check mark on a big plan.
Goodness, in this aspect, can be achieve through smart planning. OUAs vision statement is OUA
envisions a campus environment that is developed through inclusive collaboration and the strategic use of
resources; that is prized for its beauty; that sets the standard for excellence in sustainability and service;
and that preserves and builds upon the legacy of the UW as a premier University.
One example from this statement is developed through inclusive collaboration. This tells me that what is
good, is working with others. To me, this means taking the time to make sure that all relevant parties are in
attendance at meetings and that overall, communication is fluid. Inclusive collaboration applies could be as
big picture as the South Campus Study, wherein meetings must be attended by students, faculty and the
Deans of the schools. In this same study, we use Town Hall meetings as an outreach tool to receive the
most feedback as possible. Personally, I see how inclusive collaboration arises in the office culture as well.
Many of my coworkers make an effort to help me feel included by asking for my feedback on visuals or
trusting me to help them with a project. I believe that these small actions are a part of the larger belief
system in our office culture.
From the vision statement, we can draw out the topics of community, environment and planning. Since I
have referenced community in the above paragraph, I will begin here with the environment. As stated, OUA
envisions a campus environment that is developed through inclusive collaboration and the strategic use of
resources that sets the standard for excellence in sustainability and service. The key phrases I draw
from this are strategic use of resources and sustainability. I see these ideas reflected in the OUA through
their long term planning and the methods of assurance they use when changes are made on campus. For
example, all new buildings erected at the University of Washington must be LEED certified. As one of the
most sustainable colleges in the nation, the OUA is always advocating for the least impactful solution.
Everyone in this office is aware of our on-campus resources and makes the extra effort to preserve them.
For example, preserving the tree cover over a street by not allowing vehicles of a certain height to pass
through, or keeping an inventory of trees.
Looking at the vision statements political connections, I believe that the University of Washington is a liberal
school from the bottom-up. This offices unique position as an on-campus super power with few student
connections still reflects the wants of the students to the best of their ability. For example, I helped with a
project a few weeks ago that discussed the importance of gender neutral bathrooms on campus, as well as
our lack of adequate gender neutral facilities. I brought this concern to my roommates and heard an identical
argument. The major problem here is a clear and constant connection for communication between students
with ideas and the OUA that fulfills them. Generally, we keep political conversations outside of the work
room to avoid conflicts. As a whole, I believe that my office does good very well and covers all of the
bases.

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Session 4: Values, Claims, Learning

February 9, 2015
8. Claims to legitimacy this is a broad question that should be considered personally (how do you
measure up in this context?) and as an organization (how do they claim their standing and value to the
world?)
Also, importantly, how does this organization, its parts and/or its participants learn?

Our claim to legitimacy at the Office of the University Architect (OUA).

Rebecca Barnes, FAIA: The OUA is grounded by Rebecca Barnes, the University Architect. In addition to
her esteemed list of achievements, Rebecca is widely admired by all office staff. She was previously the
Director of Strategic Planning for Brown University and helped to develop university/community
relationships. She has been the Chief Planner for the City of Boston and was the Director of Urban Design
& Architecture for the Big Dig in Boston. She led Seattles urban village initiative in the early-90s and is
an active member of the design community. Rebecca was educated at Brown University, the Boston
Architectural College, the University of Oregon and as a Harvard Design School Loeb Fellow.
Lyndsey Cameron, LEED AP: Lyndsey is the Principal Architectural Associate & UW Public Arts
Coordinator. Prior to working at UW, Lyndsey worked at Barton Myers Associates Inc. and was the Senior
Architectural Associate in the Capital Projects department at UCLA. She has a long list of architectural,
planning and sustainability projects that encompass a wide range of educational disciplines and building
types. Lyndsey has a Masters in Architecture and is LEED certified.
Kristine Kenney, ASLA, LEED AP: Kristine is the University Landscape Architect. Prior to working at UW,
she worked in the private sector with a focus on university and college planning and landscape improvement
projects at numerous institutes around the country. Having worked with a variety of consultants and
institutional leaders, she brings a broad perspective and expertise of best practices and strategies.
Support: With a full staff, the OUA bring in the experience of three Senior Planners, a Space Information
Analyst, a Director of Capital and Space Planning and an Administrative Specialist. These entities come
from a variety of backgrounds and have experience that ranges from 24 years to first job.
Interns (Julia, *Me): As the interns for the OUA, Julia and I bring a unique perspective and sense of freedom
to the office. Julia is majoring in Architecture while I am majoring in Community, Environment and Planning
with a minor in Urban Ecological Design (Landscape Architecture). This combination almost perfectly fulfills
the needs and interests of the office. Julia and I both work part-time to balance our school schedules. We
have similar skills such as using the Adobe Suite or Excel. I have found that we are often utilized in different
ways, perhaps to balance the needs of the office. Personally, I feel that I belong and measure up to this
position. Although I lack a formal architectural background, these skills would rarely come into play for the
position. I find myself making an effort to keep up with the office jargon. I am comfortable asking questions
when I am confused and I am confident with the work I produce.

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Session 5: Critique & Looking Back

February 23, 2015
9. Critique: how should it be, how could it be and how do you know this. Three challenges this week.
One is to critique and propose. As you do so, identify the basis for your critique and suggestions. Range in
your analysis from the organization as a whole, to various parts and individuals, to the larger context or
setting of this particular organization in the world. Of course, critique yourself did you get all you could,
what else could have happened, etc.?

The Office of the University Architect:

The OUA plays a major role in the University of Washington as a whole. As a part of the Office of Planning
and Budgeting, the OUA is responsible for the physical campus landscape and to articulate the associated
capital plan and budget. In this role, they should address the University as if it were a small city, focusing
on the human experience as a whole, historic and contemporary buildings, the work that occurs within them,
namely academia, facilities for student life (community spaces), open spaces, paths, the natural
environment and public art. They tackle these elements through committees such as UWAC (Architectural
Commission), ULAC (Landscape Advisory Committee) and UWPAC (Public Arts Commission.
These committees and commissions are crafted to bring the most minds to the table. They seem to work
in a top-down formation, meaning that they work with various colleges, they work with the deans first and
then extend the platform for input downward. My largest initial concern and that which I am most cognizant
of in the work place is student involvement in campus-related affairs.
At first, it seemed to be that the last party to be addressed in any decision concerning the physical design
of UWs campus was the students. I understand that this is a difficult group to work with, given their general
lack of time, how hard it is to get a hold of them and how quickly they are siphoned through the University.
However, I believe that the primary concern should always be the students. I have found, however, that
other major stakeholders include the staff and faculty (long-term), the natural environment and the
reputation of the University of Washington. As one of the most stunning college campuses in the world, this
office has a concern for the beauty and function of its spaces. The office also advocates for strategic
sustainability, energy planning and stewardship to uphold their internationally recognized status.
My critique of student involvement has been combatted during my time as the intern, as I have seen faculty
members take an active role to encourage student involvement. Whether this means scheduling studentonly meetings to provide feedback, welcoming students into the office and providing assistance for
capstone projects, or simply seeking out feedback from the student interns, it is apparent that they value
the input of those who are actively using and engaging with the spaces they create.

The University District:

This office plays an important and active role in the University District community at large. Rebecca Barnes,
the University Architect, is involved in a plethora of committees and commissions. An essential example of
this is her position on the Board of Directors for the University District Partnership. This organization works
to create lasting change in the University District by collaborating with the city, the UW, Sound Transit,
business owners, property owners and residents of the district. When listed the UW this explicitly
correlates to Rebeccas involvement. The OUA plays a key role in translating the wants and needs of the
community as well as the University to create democratic and positive change.

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Me:
In this position, my role is to do my best at the work which is assigned to me, simply put. Although I fulfill
this task, I believe that I could contribute a greater amount by asking for work. I also believe that I could
improve my communication skills. These adjustments to my work style are easily achievable and I plan to
engage them during the time I have left. I have started work on changing these habits by keeping a running
list of projects assigned to me throughout the week on a Word document. At the end of the week, I plan to
send my boss (Lyndsey) an update of where I am at with the respective projects and where she would like
me to go from there.

Learning from failure In a job interview, how might you respond to a question about failures for
example, Can you identify a personal instance you consider one of your colossal failure moments? (This
might be one in which you acted alone or where your leadership led your group into a mess.)
The largest failure I have encountered at the OUA has been with email and technology. Prior to working
for the OUA, I had been studying abroad in Amsterdam, NL. While there, my laptop died and despite losing
all of my documents, I also had no large-screen digital devise. This would not have been an issue, had I
not been requested to send my future boss (Lyndsey) my resume. I eventually sent her an old version that
I found in my email and sent it to her through my phone, explaining the situation. She was very
understanding.
My troubles with email continued when I began to work at the OUA. As UW students are all given standard
identification usernames, such as herzomeg, I was unable to have a separate work ID. With this
username, I also have an email account through Google that I use for school and work. However, I quickly
found that all work emails would not follow through to my Google account, disabling all email communication
between Lyndsey and I. To solve this problem in the meantime, I requested that Lyndsey try sending emails
to my old, unprofessional account (missmegg@comcast.net) to see if this system would be effective. It
worked, however, it was an undesirable username to use in this office setting. After months of trials and
tribulations concerning my herzomeg account, I learned that the system had automatically created an
outlook account for herzomeg, under the exact same Google name, but going to a completely separate
mailbox in a different server. I have been able to adjust after figuring this out and feel lucky to still have my
job. Sometimes Lyndsey still sends mail to my Comcast account on accident.

Looking back on your career. Final challenge this week if you were to look back on your career(s) in
10 or 20 years from now, what do you want to say you have accomplished? Not looking necessarily for
definitive responses, and the term career should be taken broadly. Maybe it is about the journey. Or about
optimizing passions and skills. Basically defining goals is tied in with taking actions. Being deliberate in life.
Internships are one kind of deliberate action.
Looking back on this experience, I want to say that I have survived my first real-world-office-experience.
Prior to my job at the OUA, I had been a volunteer, worked retail and had been a nanny. Through this
position, I have been able to acclimate to the office culture and understand what it takes to be a (semi)
responsible adult. Apart from this selfish understanding, I have learned a great deal about physical and
capital planning. I have been fortunate to be involved in projects that I have a genuine interest in and to
meet a wealth of valuable people in the field. This position will play a key role in my future career. I am
grateful for every aspect of this job.

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