Houston, we have a problem! Understanding the tensions between quality and safety in construction

Peter E.D. Love*, Jim Smith, Fran Ackermann, Zahir Irani, Weili Fang, Hanbin Luo, Lieyun Ding

*Corresponding author for this work

Research output: Contribution to journalArticleResearchpeer-review

1 Citation (Scopus)

Abstract

In this paper, we address the following research question: How can psychological safety be used to address the tensions that reside with quality and safety in projects and simultaneously lessen the manifestation of errors? To address this question, we use a vignette to examine the actions before, during and after a major quality event that resulted in serious safety incidents occurring. We demonstrate that unsafe behaviours materializing in projects often stem from multifaceted actions that can be usually traced back to errors (and violations) where rework was required. We show that the transition from error prevention to error management culture can seamlessly transpire with subtle changes to practice. We conclude by suggesting that there is a need to further examine how error management and psychological safety can be enacted to simultaneously improve both quality and safety outcomes in projects.

Original languageEnglish
Pages (from-to)1354-1365
Number of pages12
JournalProduction Planning and Control
Volume30
Issue number16
DOIs
Publication statusPublished - 10 Dec 2019

Fingerprint

Safety
Psychological safety
Incidents
Violations
Management culture
Rework
Vignettes

Cite this

Love, Peter E.D. ; Smith, Jim ; Ackermann, Fran ; Irani, Zahir ; Fang, Weili ; Luo, Hanbin ; Ding, Lieyun. / Houston, we have a problem! Understanding the tensions between quality and safety in construction. In: Production Planning and Control. 2019 ; Vol. 30, No. 16. pp. 1354-1365.
@article{07c86a4e54e446219d6892ac7d602159,
title = "Houston, we have a problem! Understanding the tensions between quality and safety in construction",
abstract = "In this paper, we address the following research question: How can psychological safety be used to address the tensions that reside with quality and safety in projects and simultaneously lessen the manifestation of errors? To address this question, we use a vignette to examine the actions before, during and after a major quality event that resulted in serious safety incidents occurring. We demonstrate that unsafe behaviours materializing in projects often stem from multifaceted actions that can be usually traced back to errors (and violations) where rework was required. We show that the transition from error prevention to error management culture can seamlessly transpire with subtle changes to practice. We conclude by suggesting that there is a need to further examine how error management and psychological safety can be enacted to simultaneously improve both quality and safety outcomes in projects.",
author = "Love, {Peter E.D.} and Jim Smith and Fran Ackermann and Zahir Irani and Weili Fang and Hanbin Luo and Lieyun Ding",
year = "2019",
month = "12",
day = "10",
doi = "10.1080/09537287.2019.1617908",
language = "English",
volume = "30",
pages = "1354--1365",
journal = "Production Planning and Control",
issn = "0953-7287",
publisher = "Taylor & Francis",
number = "16",

}

Houston, we have a problem! Understanding the tensions between quality and safety in construction. / Love, Peter E.D.; Smith, Jim; Ackermann, Fran; Irani, Zahir; Fang, Weili; Luo, Hanbin; Ding, Lieyun.

In: Production Planning and Control, Vol. 30, No. 16, 10.12.2019, p. 1354-1365.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Houston, we have a problem! Understanding the tensions between quality and safety in construction

AU - Love, Peter E.D.

AU - Smith, Jim

AU - Ackermann, Fran

AU - Irani, Zahir

AU - Fang, Weili

AU - Luo, Hanbin

AU - Ding, Lieyun

PY - 2019/12/10

Y1 - 2019/12/10

N2 - In this paper, we address the following research question: How can psychological safety be used to address the tensions that reside with quality and safety in projects and simultaneously lessen the manifestation of errors? To address this question, we use a vignette to examine the actions before, during and after a major quality event that resulted in serious safety incidents occurring. We demonstrate that unsafe behaviours materializing in projects often stem from multifaceted actions that can be usually traced back to errors (and violations) where rework was required. We show that the transition from error prevention to error management culture can seamlessly transpire with subtle changes to practice. We conclude by suggesting that there is a need to further examine how error management and psychological safety can be enacted to simultaneously improve both quality and safety outcomes in projects.

AB - In this paper, we address the following research question: How can psychological safety be used to address the tensions that reside with quality and safety in projects and simultaneously lessen the manifestation of errors? To address this question, we use a vignette to examine the actions before, during and after a major quality event that resulted in serious safety incidents occurring. We demonstrate that unsafe behaviours materializing in projects often stem from multifaceted actions that can be usually traced back to errors (and violations) where rework was required. We show that the transition from error prevention to error management culture can seamlessly transpire with subtle changes to practice. We conclude by suggesting that there is a need to further examine how error management and psychological safety can be enacted to simultaneously improve both quality and safety outcomes in projects.

UR - http://www.scopus.com/inward/record.url?scp=85067650967&partnerID=8YFLogxK

U2 - 10.1080/09537287.2019.1617908

DO - 10.1080/09537287.2019.1617908

M3 - Article

VL - 30

SP - 1354

EP - 1365

JO - Production Planning and Control

JF - Production Planning and Control

SN - 0953-7287

IS - 16

ER -