Hide/Show Apps

Interventions on immovable archaeological heritage as a tool for new formation process

Şimşek, Gökçe
In the preservation discourse, interventions are generally viewed as technical issues. Considering that interventions cause variety of changes in the characteristics of archaeological edifices starting from the excavation, these changes constructs and shapes the archaeological edifices in terms of its appearance and meaning. In that respect, interventions act as tools for making changes in archaeological edifices by causing transformation of existing characteristics, loss of some others and adding new ones. Based on this, the study aims to evaluate interventions by putting change at the center in order to understand how interventions affect archaeological edifice in constructing its appearance and meaning. The study is based on evaluation of intervention through a ‘new formation process’, which is based on two phases. The first phase deals with evaluation of changes in values through the ‘value formation process’. The second phase is related with the assessment of changes in the characteristics of archaeological edifice as a whole, in terms of its physical, functional and semantic characteristics. This approach enables the examination of the process of change starting from prior to excavation and the assessment of interventions through the principles of change (reliability, consistency, legibility) and the ‘value formation process’. The evaluation method is sampled on certain intervened archaeological edifices on the Curetes Street in Ephesus. The study concludes that the interventions are significant tools for making changes in archaeological edifices throughout its new lifecycle. The ‘value formation process’ and the ‘new formation process’ approach can make it possible to predict changes in archaeological edifices, prevent value conflicts caused by interventions and improve the quality of change shaped by interventions. Approaching the intervention process as a change management problem necessitates to develop appropriate change strategies and to define this process as a ‘new formation process’.