A critique of conceptions of design and management in construction projects

Abstract

Construction is about changing the world in the future from our intentions. This involves organizing and manipulating the physical and social world through design, management and craft. These require thinking about the desired end product but also the means of achieving it. Thinking is set in social norms, here called pre-conceptualizations, which configure our conceptions and give them social validity, forming expectations of what can happen and how to improve it. The conventional pre-conceptualization of construction design and management is critiqued using a case study. This pre-conceptualization is shown to be backward looking where the future is assumed to be like the past and knowledge is ascribed to individuals. The causes of failure then appear evident and knowable inducing maladaptive management and blame of individuals. However, design/management is in reality forward looking; events cannot be seen with such significance looking into the future. Two alternative pre-conceptualizations are presented and their implications explored. The first acknowledges evolution, which works against intent, thus explaining deviations. The second involves complexity science where intentions are emergent phenomena and socially constituted, thus explaining improvisation and improvement. In conclusion, new pre-conceptualizations are required to avoid blame cultures, facilitate creative solutions and develop enduring improvements.

Where is intentionality in studying project delays?

“…However, it is surprising that intentionality has received scant attention in the field of project management research, while there is greater purchase in the mainstream management and organisational studies literature of exploring the role human intentions play in seeking managerial outcomes (e.g. Ghoshal, 2005;Hutzschenreuter et al, 2010;Boyd and Bentley, 2012). Ghoshal (2005), for instance, criticised management scholars for their naturalistic approach towards developing mathematical models for investigating management research questions instead of considering issues such as human intentionality and agency.…”

A Kaizen Event Enabled by System Engineering in an Infrastructure Project

“…In the implementation in the construction industry, the need for System Engineering (SE) is becoming greater since construction project complexity is increasing (Aslaksen 2008); its economic value is growing to USD 15.5 trillion worldwide in 2030 (Pacheco-Torgal 2020) and failing to consistently deliver projects to the satisfaction of the project owner and end-user (Boyd and Bentley 2012). Raworth ( 2017) asserts that all industries need to be "savvy with systems" to succeed in the 21st century.…”

Safety Management in Sustainable Construction Projects: A Conceptual Framework

“…On top of this, the social aspect of sustainable construction entails workers' health and safety; quality of life and benefits to the disadvantaged groups; and impacts on local communities (Okoye & Okolie, 2013;Tahmasebinia et al, 2020). This creates an effective involvement of societies that facilitates the needed improvements to take place (Boyd & Bentley, 2012). In other words, the social aspects of sustainable construction projects are considered as a compilation of efforts and actions to enhance development, which does not deplete the stock of human and social resources but rather encourages and contributes to the advancement of their potentials (Gunduz & Almuajebh, 2020;Okoye & Okolie, 2013;Zhang et al, 2020).…”