The realities of construction pose various challenges to productive as well as
safe operations and the prevention of worker injuries. With a majority of the
work performed by subcontractor personnel, managing project productivity and
safety becomes more complex and challenging to manage efficiently and control
effectively.
Effective delegation management and operational control that results in high
performance, quality, and safe outcomes depend on the "right
communication." In most situations, the owner holds the general contractor
(GC) or construction manager (CM) field operation accountable for performance,
quality, and safety of the project. Communication between the general
contractor or CM's superintendent and the various subcontractor foremen
becomes critical to ensuring that everyone is understanding and fully engaged
in the project requirements and expectations.
As a result, the project performance, quality, and safety responsibility of
all parties become unavoidably linked. Difficulties arise from the contractual
relationships and the conflict between self-interest and that of the project as
a whole. The differences in organizational culture, values, climate, and
operational strategy, the human dynamics of the personnel involved, their
individual goals and objectives, the worksite climate, level of trust,
inclination to cooperate, these as well as numerous other factors come into
play. To holistically address this, a fundamental change in the project
delivery process may be required.
Project Delivery Practices
Under the prevailing project delivery practices, subcontractors are
generally selected based on the lowest price. This may place pressures on the
subcontractor's profits, which drives the controlling of cost. The direct
cost of work is largely in materials followed by the cost of labor, equipment,
and indirect costs. The cost of material is somewhat set by the economic
conditions, and more or less similar for all of the subcontractors competing
for that work.
The subcontractor has a number of ways to control the cost of labor. Some of
the options include the subcontractor "pushing" the workforce to be
more productive, thereby using fewer people or involving less time. They can
also try hiring less-experienced workers, thereby paying them less (excepting
union labor). Just about every choice the subcontractor has in one way or
another increases the risk of creating discrepancies in the work production or
process, which may affect the quality of the resulting work put in place or
increases the risk of injury to the workers.
So, the traditional project delivery process starts off by the construction
manager or general contractor selecting the subcontractor with the most
competitive price, who then may dispatch less-experienced foremen and possibly
a marginally competent workforce to prosecute the work. This places the
GC's or CM's project staff at a severe disadvantage in trying to meet
the owner's project expectations as well as those of their own company. All
of the steps mentioned increase the project risk and leads to the increased
potential of some form of discrepancy, failure, or loss.
Every process and practice must be evaluated and modified to improve the
coordination of planning, organizing, directing, controlling, delegating, and
communicating so that the systems are integrated and aligned to eliminate waste
and risk, while improving efficiency and fostering effectiveness, as well as
creating a cooperative and friendly work climate in order to enable the
creation of value in every step of the project delivery process. Absent such a
comprehensive effort, the traditional, ineffective approach to construction
safety management will continue with its focus on symptom interventions and the
application of ineffective techniques, resulting in short-term gains with
potential long-term failures in devising a risk-free and safe workplace
environment on the project.
So far, the discussion has addressed the operational aspect of the project
delivery process. It becomes even more complicated when the GC's or
CM's safety manager gets involved with subcontractor workers in
dealing with their actions as it relates to the overall project safety issues.
Given the advantages of specialization (subcontracting), the need for
efficiency, the importance of cost control, benefit of fast-tracking, etc.,
subcontracting is going to remain an integral part of the project delivery
process, which highlights the need to radically improve the various elements of
the project delivery systems, processes, and practices, as well as procedures
to ensure the success of all the organizations involved and the individual
participants. This sheds light on another area of importance—the availability
of reliable and timely information, communicated in an effective and robust
manner. "Mindful communication" is a novel approach to improving
communication, enhancing delegation, furthering understanding, and increasing
workplace safety.
Regardless of issues in general, successful project delivery depends on
sharing common practices and values and establishing efficient and effective
communication pathways within the day-to-day planning, execution, and
interactions of everyone working on the project. For the project to be done in
an effective and efficient manner, the worksite must create and communicate a
culture of accountability where everyone feels responsible as well as
accountable for their specific portion of the work. To achieve this, the people
working on the project have to utilize mindful communication as well as devise
a mindful project delivery process.
Mindfulness
Mindfulness is an offshoot of Eastern meditation practices. It has been
found to be useful in some preventive applications in medicine and mental
health areas specifically in stress reduction and management, as well as some
forms of depression and anxiety interventions. Mindfulness in execution or
performance is a state wherein people have an acute awareness of the situation
and/or environment they are in. It is a way of focusing or concentrating on
whatever it is the person is engaged in or finds themselves in. The application
of mindfulness has been explored in various communication settings and found to
have a positive effect on the process, fostering understanding as well as
outcomes or results.
Mindful communication implies that the information is communicated and
processed in a mindful way. In communication that is mindful, the person trying
to communicate with another strives to clearly articulate the message so as to
elicit understanding.
The person receiving the message tries to actively listen and then interpret
the meaning of the message in the context to which it relates. The
understanding of the message usually results in a nonverbal response by the
recipient, for which a sender of the message should be looking.
Depending on the perceived nonverbal response to the message, the initiator
of the conversation has two options. If the response indicates misunderstanding
of the intent of the message, the sender must then change the message in such a
way that the recipient understands what it is and, more importantly, responds
positively by accepting the suggested solution.
If the response is positive, then the sender can expand on the subject
matter, provide additional information, or thank the worker for his or her
understanding and continue with their walk-around. Mindful communication is
concerned with the understanding of the meaning and the significance of the
information resulting in cooperation. This is especially true in construction
where the situation and associated risk may be continually changing.
Mindful communication recognizes the significance of the facts and how they
pertain to the immediate or context of the situation. Mindful communication
must be integrated into the project's management practices and procedures
to ensure a robust understanding of plans, execution, and obligations on the
part of everyone. This is especially relevant to the management of safe
operations for the following.
- The worker
-
- May have work habits that involve an element of risk
- Wants to meet the foreman's production expectations and so may
take on some additional risk
- The GC's safety managers
-
- Observe unsafe behavior and want to get the worker to correct it
- Without having direct oversight of the subcontractor's workforce,
need to convince them to change their behavior
This requires a mindful approach to clearly describe the risk associated
with the activity and then convey the information related to a safer way to
execute the work and, more importantly, to elicit understanding and acceptance
of the suggested change on the part of the worker.
Effective Management (Command and Control)
Regardless of the selected project delivery method in construction, the
prevailing practice model requires cooperation and coordination in the
execution of the work by everyone. It is also dependent on engaging in commonly
accepted practices as well as utilizing established procedures involving
communication means and methods for the dissemination and sharing of
project-related information. Since the GC's or CM's project staff are
ultimately accountable for the project's performance, they must have an
effective way of commanding, controlling, and delegating responsibility, as
well as conveying a sense of accountability to the subcontractor's project
personnel for their portion of the work.
Subcontractors generally have fixed-price contracts. This means that they
arrived at the price anticipating the use of specific means and methods.
Therefore, the GC's superintendent cannot direct them to perform the work
in a way that is contrary to those intended methods. So, they may need to
suggest an option or possible solutions to assist the subcontractor personnel
in meeting the project's expected results. The superintendent may have to
engage in a mindful communication process utilizing some basic command,
control, and delegation techniques to communicate what needs to be accomplished
within the prescribed time.
This, to some degree, applies to the safety manager as well. Working safely
may be seen differently by the worker than the safety manager.
- Mindful management guidelines
-
- Be aware of the capabilities, knowledge, and motivation of the person
you are communicating with.
- Understand their reality, constraints, and the situation in
general.
- Plainly describe the existing situation, the risks, and the possible
negative outcome.
- Clearly define and communicate the desired means or methods to
alleviate the risks involved.
- Ask for input, concerns, requirements, and any existing or
anticipated impediments.
- Review their performance requirements, time factors, expectations,
and obligations to succeeding activities of others and project
overarching goals.
- Stress the need for coordination as well as cooperation.
- Monitor progress.
- Provide feedback, and assist in necessary problem-solving toward goal
attainment.
- Communicating mindfully. The project superintendent
needs to communicate mindfully with the subcontractor's responsible
personnel (foremen) to discuss the project's expectation of the
subcontractor's responsibilities and obligation. They have to make sure
that communication is made clearly and understandably, as well as mindfully.
The following are four key aspects to keep in mind.
-
- It is important to meet face to face with minimal distractions or a
severe time limitation. This is especially important for the
first and other key discussions. This conversation is not just about
production but about the responsibility to other involved organizations
and of ensuring that they meet their commitments so as to enable others
to proceed as planned. Be sure to confirm the clear
understanding and the sincere commitment about timing, performance, and
the controls necessary to deliver on promises by the end of the
discussion.
- Confirm the foreman's understanding of their organization's
obligation and commitment. It is not effective to ask, "Do you
understand?" or "Are we agreed," because this invariably
gets a "Yes" response, even if the other is totally confused or
may not fully agree. Instead, say, "I want to be sure that I have
communicated what I have intended to communicate to you. Please tell me
in your own words what you have heard so far?" This tells the other
person that you want to make sure that you have successfully communicated
without suggesting anything negative about the other person's
listening abilities, understanding, or competence.
- Ask for and discuss any needs or wants, as well as any perceived
impediments or conditions that may impede the other's ability to
perform as promised. Inform them that you are available to assist them in
any way you can to ensure that they accomplish their obligations.
- Make sure to follow up to show interest and commitment, as well as
offer support or any assistance that may be needed to resolve problems or
remove barriers. It is also important to avoid micromanaging. When things
are proceeding as planned, and it is appropriate, provide positive
feedback, as it will motivate others to continue striving in their
efforts toward the goal.
Mindfulness is an antecedent that may affect the quality of the conversation
and the clarity of the communication that will invariably impact the resulting
performance. Should the GC's superintendent or safety practitioner fail to
mindfully communicate the information, requirement, or expectation to the
subcontractor's foreman, or one of its workers who may not share the same
vision, value, belief, or understanding, then there will be a failure in
communication, and the ultimate outcome will be different than what was
intended or expected. This highlights the importance of shared mindfulness as
it improves the quality of the exchange resulting in mutual understanding,
which increases the potential for improved production quality and/or safety on
the project.
Conclusion
Mindful management is not only a significant part of the project delivery
process but an integral part of creating a productive and safe work environment
for all of the participants involved. Environments that have residual risks
that are ignored or unidentified are error provocative as well as predisposed
to producing discrepancies, inefficiencies, waste, or losses and, more
importantly, the potential for worker injuries. Given the complexity and
uncertainty that generally are associated with just about any construction
project, mindful communication and management become vital to project
success.