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ciples Entenza outlined in his announcement of the program. This
analysis of the WEILER endeavor, in general, and the design and
implementation of the Rapson Greenbelt house, in particular, is
organized around these same principles.
The initial announcement of the Case Study House Program, while
presented as a narrative, contains a series of principles which struc-
tured the investigation of the post-war house:
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1. Realization: The design proposals would be applied cases
both buildable and subsequently built rather than only theo-
retical or represented.
2. Commitment: Reputable talented and demonstratedly prac-
tical architects would be commissioned by the publication,
rather than compete, to create these family homes.
3. Industry awareness: The architects were expected to evaluate
and exercise judgment on incorporating new or old products
and systems of national manufacturers.
4. Prototypicality: The house designs were expected to allow re-
peated application and not be unique solutions tied to the
circumstances of a single situation.
5. Evaluation: Entenza committed to the transparent evaluation
of quality in the built case study houses. After being furnished
under the direction of the author architects, each house was
to be opened to the public and reported on in the publication.
Ralph Rapson was the youngest of the eight original architects com-
missioned to participate in this principled pursuit of “the good liv-
ing environment.”
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Like the Case Study House Project, which an-
ticipated that fluidity of means and methods might be necessary to
achieve its objectives, the evolution of the Greenbelt from the original
Case Study proposal to the Dwell competition entry through the many
WIELER design versions illustrates an adaptive process of trial and
adjustment. Although there are fundamental differences between the
media generated venture of Arts & Architecture and the business
goals of the WIELER for-profit startup, both shared the goal of de-
veloping and realizing innovative single-family housing scalable to a
large market and suited to contemporary cultural conditions.
1. Realization
“We are … proposing to begin immediately the study, planning, ac-
tual design and construction of eight houses …
“… it occurs to us that the only way in which any of us can find out
anything will be to pose specific problems in a specific program on a
put-up-or-shut-up basis.”
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The contemporary revival of the Greenbelt was spurred by the frus-
tration Nathan and Ingrid Wieler experienced in searching for a
contemporary house in the Triangle region of central North Caro-
lina. Following a 2001 article in Dwell devoted to prefabricated
residences, Nathan Wieler contacted Alison Arieff, the publication’s
Editor in Chief, and plans were made to hold an architectural com-
petition for the design of a modern prefabricated house on a budget
of $200,000. With the competition plan announced, the Wielers
purchased a hilly rural property outside Pittsboro, North Carolina
for the project. Sixteen architects were selected to submit designs,
and Ralph Rapson’s practice was included after he sent a note to
Dwell endorsing the competition concept.
The majority of the Dwell House competitors were young practic-
es, but the reputation Ralph Rapson carried from his involvement
in John Entenza’s program in the 1940’s enhanced the credibility
of the Dwell competition and linked it to the progressive agenda of
post-war mid-century modernism. Ralph Rapson was very active in
the production of the Greenbelt design, and Ralph’s son Toby also
played an integral role as his practice partner. The Case Study repu-
tation of Rapson that accompanied the Greenbelt design would later
also plays a significant role in the marketing of the Wieler Greenbelt
houses. Although Nathan Wieler reported that he and Ingrid both had
strong attractions to Rapson’s competition submission, the competi-
tion jury selected the design of Resolution: 4 Architecture.
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During the final stages of design and the long construction of the
Dwell House, Nathan founded WIELER LLC with the goal of realiz-
ing modern prefabricated houses for like-minded people. As initially
envisioned, WIELER would eventually grow to provide design, project
management, contracting, land development, and sales brokerage
services. Nathan Wieler had a successful history as a business entre-
preneur and built a team of economic, marketing, graphic and web
design, and construction management professionals accompanied by
a series of consultants which included architects. Their goal was to
realize an effective and profitable enterprise for making prefabricated
modern single-family housing available to a large public audience.
The different components of the WIELER endeavor experienced var-
ied degrees of market acceptance, and some anticipated components
of a vertically integrated delivery process, including the acquisition
of modular manufacturing capabilities were put on hold when land
sales surpassed sales of houses and design licenses.
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2. Commitment
“Eight nationally known architects, chosen not only for their obvious
talents, but for their ability to evaluate realistically housing in terms
of need, have been commissioned …”
“Architects will be responsible to no one but the magazine”
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The Dwell House arose from a competition rather than a commis-
sion, but the parallels between the media sponsored Arts & Ar-
chitecture program and the Dwell effort are considerable. Both
involved an editor with a desire to proactively participate in the
design and production of the American single-family house through
built projects authored by significant contemporary architects, fol-
lowed by a published exposition of the results.
During the period Arts & Architecture began the Case Study House
Program, American industry was seeking markets for its newly avail-
HOUSING II