Error management: Implications for construction

Peter E D Love, Jim Smith

Research output: Contribution to journalArticleResearchpeer-review

8 Citations (Scopus)

Abstract

Purpose-Conventional "wisdom" in construction has placed emphasis on error prevention and is often aligned with the concept of "Zero Vision"; improvements to safety and quality have been minimal. An alternative approach is needed to ensure signifcant improvements in safety and quality; thus, this paper aims to introduce the concept of error management. Design/methodology/approach-The paper reviews the extant literature and draws upon the phenomenological research and observations experienced by the authors. Findings-It is promulgated that if quality and safety performance within projects is to improve, then construction organisations and their management need to openly acknowledge their presence so that "learning from errors" can form an integral part of an organisation's fabric. This will require the institutionalisation of error reporting and an organisational (shared) responsibility for their occurrence. Originality/value-The concept of error management has not been addressed previously in the construction literature. The authors introduce the concept and provide implications for management. The observations and experiences presented in this paper provide an initial starting point for future research to explore "how" construction organisations and projects can avoid the negative error consequences and learn to prevent them in the future.

Original languageEnglish
Pages (from-to)418-424
Number of pages7
JournalConstruction Innovation
Volume16
Issue number4
DOIs
Publication statusPublished - 2016

Cite this

Love, Peter E D ; Smith, Jim. / Error management : Implications for construction. In: Construction Innovation. 2016 ; Vol. 16, No. 4. pp. 418-424.
@article{3b9bf571c28d4ed69959a1bcf18c5203,
title = "Error management: Implications for construction",
abstract = "Purpose-Conventional {"}wisdom{"} in construction has placed emphasis on error prevention and is often aligned with the concept of {"}Zero Vision{"}; improvements to safety and quality have been minimal. An alternative approach is needed to ensure signifcant improvements in safety and quality; thus, this paper aims to introduce the concept of error management. Design/methodology/approach-The paper reviews the extant literature and draws upon the phenomenological research and observations experienced by the authors. Findings-It is promulgated that if quality and safety performance within projects is to improve, then construction organisations and their management need to openly acknowledge their presence so that {"}learning from errors{"} can form an integral part of an organisation's fabric. This will require the institutionalisation of error reporting and an organisational (shared) responsibility for their occurrence. Originality/value-The concept of error management has not been addressed previously in the construction literature. The authors introduce the concept and provide implications for management. The observations and experiences presented in this paper provide an initial starting point for future research to explore {"}how{"} construction organisations and projects can avoid the negative error consequences and learn to prevent them in the future.",
author = "Love, {Peter E D} and Jim Smith",
year = "2016",
doi = "10.1108/CI-01-2016-0001",
language = "English",
volume = "16",
pages = "418--424",
journal = "Construction Innovation",
issn = "1471-4175",
publisher = "Arnold",
number = "4",

}

Error management : Implications for construction. / Love, Peter E D; Smith, Jim.

In: Construction Innovation, Vol. 16, No. 4, 2016, p. 418-424.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Error management

T2 - Implications for construction

AU - Love, Peter E D

AU - Smith, Jim

PY - 2016

Y1 - 2016

N2 - Purpose-Conventional "wisdom" in construction has placed emphasis on error prevention and is often aligned with the concept of "Zero Vision"; improvements to safety and quality have been minimal. An alternative approach is needed to ensure signifcant improvements in safety and quality; thus, this paper aims to introduce the concept of error management. Design/methodology/approach-The paper reviews the extant literature and draws upon the phenomenological research and observations experienced by the authors. Findings-It is promulgated that if quality and safety performance within projects is to improve, then construction organisations and their management need to openly acknowledge their presence so that "learning from errors" can form an integral part of an organisation's fabric. This will require the institutionalisation of error reporting and an organisational (shared) responsibility for their occurrence. Originality/value-The concept of error management has not been addressed previously in the construction literature. The authors introduce the concept and provide implications for management. The observations and experiences presented in this paper provide an initial starting point for future research to explore "how" construction organisations and projects can avoid the negative error consequences and learn to prevent them in the future.

AB - Purpose-Conventional "wisdom" in construction has placed emphasis on error prevention and is often aligned with the concept of "Zero Vision"; improvements to safety and quality have been minimal. An alternative approach is needed to ensure signifcant improvements in safety and quality; thus, this paper aims to introduce the concept of error management. Design/methodology/approach-The paper reviews the extant literature and draws upon the phenomenological research and observations experienced by the authors. Findings-It is promulgated that if quality and safety performance within projects is to improve, then construction organisations and their management need to openly acknowledge their presence so that "learning from errors" can form an integral part of an organisation's fabric. This will require the institutionalisation of error reporting and an organisational (shared) responsibility for their occurrence. Originality/value-The concept of error management has not been addressed previously in the construction literature. The authors introduce the concept and provide implications for management. The observations and experiences presented in this paper provide an initial starting point for future research to explore "how" construction organisations and projects can avoid the negative error consequences and learn to prevent them in the future.

UR - http://www.scopus.com/inward/record.url?scp=84995404191&partnerID=8YFLogxK

U2 - 10.1108/CI-01-2016-0001

DO - 10.1108/CI-01-2016-0001

M3 - Article

VL - 16

SP - 418

EP - 424

JO - Construction Innovation

JF - Construction Innovation

SN - 1471-4175

IS - 4

ER -