2026-09-20T01:55:53Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/783902022-01-13T07:54:12Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Robert J. Slattery.
Weiner, David Jay
Massachusetts Institute of Technology. Dept. of Architecture.
Massachusetts Institute of Technology. Department of Architecture
n-us-ma
2013-04-12T19:19:40Z
2013-04-12T19:19:40Z
1984
1984
http://hdl.handle.net/1721.1/78390
12764793
Thesis (M. Arch.)--Massachusetts Institute of Technology, Dept. of Architecture, 1984.
MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH.
Includes bibliographical references (p. 115-117).
This thesis is essentially a study of how to organize public space vertically in a tall building. In most cases, high rise buildings tend to be organized in one of two ways, either centrally, with the core elements in the center of the building footprint, or linearly, with core elements at the ends of the building footprint,(usually, with a corridor connecting the two ends). In both cases, the public space created in these kinds of organizations tends to be neutral, devoid of life, dark, and alienating. This thesis explores how the necessary service core elements, of a tall building, can be used as spatial elements to develop public space that is conducive to social/communal gathering and interaction on a variety of levels, through the use of communicating floors; and develop public space that has the capacity to accommodate a variety of amenities that contribute to a better sense of urbanity in the air. The thesis is divided into three major sections - the first section, vertical organization, is an examination of the nature and organization of service core elements and public space, with a design illustration presented to illustrate an alternative core organization in terms of its proto-typical implications. The second section, a design proposal, uses the alternative service core organization, for a high rise multi-use building on a specific site in downtown Boston. Finally, the third section is a conclusion and summary to discuss findings about the nature of this alternative organizational concept. An appendix is included to illustrate similar organizational attitudes explored in a past studio experience, at M.I.T., for a residential high rise building.
by David Jay Weiner.
M.Arch.
117 p.
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Architecture.
A high rise multi-use building for Boston : an investigation into the nature and organization of public space in a tall building
Nature and organization of public space in a tall building
Thesis
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<Abstract>This thesis is essentially a study of how to organize public space vertically in a tall building. In most cases, high rise buildings tend to be organized in one of two ways, either centrally, with the core elements in the center of the building footprint, or linearly, with core elements at the ends of the building footprint,(usually, with a corridor connecting the two ends). In both cases, the public space created in these kinds of organizations tends to be neutral, devoid of life, dark, and alienating. This thesis explores how the necessary service core elements, of a tall building, can be used as spatial elements to develop public space that is conducive to social/communal gathering and interaction on a variety of levels, through the use of communicating floors; and develop public space that has the capacity to accommodate a variety of amenities that contribute to a better sense of urbanity in the air. The thesis is divided into three major sections - the first section, vertical organization, is an examination of the nature and organization of service core elements and public space, with a design illustration presented to illustrate an alternative core organization in terms of its proto-typical implications. The second section, a design proposal, uses the alternative service core organization, for a high rise multi-use building on a specific site in downtown Boston. Finally, the third section is a conclusion and summary to discuss findings about the nature of this alternative organizational concept. An appendix is included to illustrate similar organizational attitudes explored in a past studio experience, at M.I.T., for a residential high rise building.</Abstract>
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