An architectural internship should be a cooperative effort between an intern and a group of mentors to prepare that intern not only to pass a test but to practice architecture in the 21st century.

While interns often "strain at the leash" to be able to fully perform the various duties within the architecture profession, it's a lot to learn in a relatively short period of time. It takes a cooperative effort between the intern, his firm and preferably outside mentors to prepare him for this challenge.

Too often architectural internships are one-sided, although not always in the same direction. Some internships are primarily directed by interns who must prod their firms into helping them attain the experiences they need while other internships are primarily directed by firms that feel they are constantly trying to motivate their interns to take on the responsibilities of becoming licensed. Neither of these scenarios provides the benefits that internship should be to both parties.

Ideally, architectural internship should be a win-win situation for both intern and firm. The intern should have the opportunity to learn from those in his firm who have more experience and differing views on all issues in professional practice and the firm should be able to take advantage of the intern's fresh perspective and enthusiasm for the profession.

So, how do we accomplish this "symbiotic" internship? As with everything else it all comes down to communication and motivation. The need for communication is a given in any relationship and internship is a relationship. This relationship should not be just between an intern and someone in the firm that signs off on his IDP paperwork but needs to be between the intern and a group of people who are willing to find out what level that intern is functioning at and help him consistently raise that level of knowledge. The communication between the intern and his mentors must not be forced, shallow, one-sided, or self-serving but relaxed, sincere, open and mutual. In fact, it should be "multi-dimensional." It's not about how many hours an intern needs to complete IDP or what study guides he needs or how many hours a firm needs from him to finish a project but it's about learning how to function in the capacity of "Architect."

Motivation is the second component that influences this relationship between the intern and his firm/mentors. The true motivation of the intern as well as the firm should be established early in the relationship as it will determine goal-setting strategies and rewards for both sides. While it may be a common one, money is not always the greatest motivator. An intern may be motivated by the enticement of a "promotion" or "title", money, or something else entirely. For example, a firm may mandate that all their project managers be licensed, and therefore, if an intern wants to function in that capacity, he must achieve licensure.

Ultimately, the key to a successful internship is a mutually beneficial relationship between the intern and his firm.