EXP3: Mashup of 3 News Articles

Higher education leaders should reshape their priorities to include the creation of attractive, engaging campuses that are conducive to both activity and tranquility. Lord Rogers’ Urban Task Force report (1999) says “to achieve urban integration means thinking of urban open space not as an isolated unit but as a vital part of urban landscape with its own specific set of functions.” “the rest is useless”, the “rest” meaning any kind of intellectualisation of the design process and the design object. This raises issues of democratic provision for and access to public open space. At the turn of the century when the modern American university was emerging, the Beaux Arts approach to campus design, sought to "produce visual harmony and order”. This not only gives precedence to form but also excludes complexity, any kind of complex thinking, and any kind of thinking the complex. Consequently, the entrant should feel that the campus expresses a high level of involvement through a thoughtful, effective physical layout of open spaces  that establishes a direct relationship between the space, the people who live and work around it and the desire to be in contact with nature.

Orange: 

Open Space Preservation: An Imperative for Quality Campus Environments

Janice C. Griffith

The Journal of Higher Education 

Vol. 65, No. 6 (Nov. - Dec., 1994) , pp. 645-669
Published by: Ohio State University Press

Stable URL: http://www.jstor.org/stable/2943823

Pink:

Catharine Ward Thompson, Urban open space in the 21st century, Landscape and Urban Planning, Volume 60, Issue 2, 30 July 2002, Pages 59-72, ISSN 0169-2046, http://dx.doi.org/10.1016/S0169-2046(02)00059-2.
(http://www.sciencedirect.com/science/article/pii/S0169204602000592)
Keywords: Urban; Open space; Parks; Networks; Nature

Blue: 
Letter from Paris: French Architects say "Basta" to Theory
Christian Girard

ANY: Architecture New York 

No. 25/26, Being Manfredo Tafuri: WICKEDNESS, ANXIETY, DISENCHANTMENT (2000) , pp. 6-7
Published by: Anyone Corporation
Stable URL: http://www.jstor.org/stable/41856306