Error culture and its impact on rework: An exploration of norms and practices in a transport mega-project
Rework has been and continues to be a problem during the construction of transport mega-projects. This article examines the error culture of an alliance that forms part of a transport mega-project to determine its effectiveness in mitigating rework. Our article reveals that an error management cultu...
| Main Authors: | , , , |
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| Format: | Article |
| Language: | English |
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Elsevier
2022-05-01
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| Series: | Developments in the Built Environment |
| Subjects: | |
| Online Access: | http://www.sciencedirect.com/science/article/pii/S2666165922000011 |
| _version_ | 1818244792162713600 |
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| author | Peter E.D. Love Jane Matthews Lavagnon A. Ika Weili Fang |
| author_facet | Peter E.D. Love Jane Matthews Lavagnon A. Ika Weili Fang |
| author_sort | Peter E.D. Love |
| collection | DOAJ |
| description | Rework has been and continues to be a problem during the construction of transport mega-projects. This article examines the error culture of an alliance that forms part of a transport mega-project to determine its effectiveness in mitigating rework. Our article reveals that an error management culture positively correlates with reducing rework and holds a divergent relationship with an error aversion culture. We further show a negative association between an error aversion culture and the ability to reduce rework. It is suggested that more can be done to reduce errors and rework despite the prevalence of a strong error management culture in practice. We thus call for an explicit focus on reducing negative error consequences and developing strategies to handle errors. The article argues that providing a psychologically safe work environment, understanding and focusing on what goes right, and coaching to ensure that learning is transferred from an individual to an organizational level can reduce rework. Our study is the first attempt to examine the homogeneity of error culture (i.e., how errors and their consequences are dealt with) in an alliance mega-project setting. In addition, it provides a new line of exploration to address the issue of rework. |
| first_indexed | 2024-12-12T14:22:39Z |
| format | Article |
| id | doaj.art-98827d4acb964482ae4e3fd3e794a77c |
| institution | Directory Open Access Journal |
| issn | 2666-1659 |
| language | English |
| last_indexed | 2024-12-12T14:22:39Z |
| publishDate | 2022-05-01 |
| publisher | Elsevier |
| record_format | Article |
| series | Developments in the Built Environment |
| spelling | doaj.art-98827d4acb964482ae4e3fd3e794a77c2022-12-22T00:21:45ZengElsevierDevelopments in the Built Environment2666-16592022-05-0110100067Error culture and its impact on rework: An exploration of norms and practices in a transport mega-projectPeter E.D. Love0Jane Matthews1Lavagnon A. Ika2Weili Fang3School of Civil and Mechanical Engineering, Curtin University, GPO Box U1987, Perth, Western Australia, 6845, Australia; Corresponding author.School of Architecture and Built Environment, Deakin University Geelong Waterfront Campus, Geelong, VIC, 3220, AustraliaTelfer School of Management, University of Ottawa, 55 Laurier Avenue East, Ottawa, Ontario, KIN 6N5, CanadaDepartment of Civil and Building Systems, Technical University of Berlin, Gustav-Meyer-Allee 25, 13156, Berlin, GermanyRework has been and continues to be a problem during the construction of transport mega-projects. This article examines the error culture of an alliance that forms part of a transport mega-project to determine its effectiveness in mitigating rework. Our article reveals that an error management culture positively correlates with reducing rework and holds a divergent relationship with an error aversion culture. We further show a negative association between an error aversion culture and the ability to reduce rework. It is suggested that more can be done to reduce errors and rework despite the prevalence of a strong error management culture in practice. We thus call for an explicit focus on reducing negative error consequences and developing strategies to handle errors. The article argues that providing a psychologically safe work environment, understanding and focusing on what goes right, and coaching to ensure that learning is transferred from an individual to an organizational level can reduce rework. Our study is the first attempt to examine the homogeneity of error culture (i.e., how errors and their consequences are dealt with) in an alliance mega-project setting. In addition, it provides a new line of exploration to address the issue of rework.http://www.sciencedirect.com/science/article/pii/S2666165922000011CultureErrorError managementError preventionReworkMega-project |
| spellingShingle | Peter E.D. Love Jane Matthews Lavagnon A. Ika Weili Fang Error culture and its impact on rework: An exploration of norms and practices in a transport mega-project Developments in the Built Environment Culture Error Error management Error prevention Rework Mega-project |
| title | Error culture and its impact on rework: An exploration of norms and practices in a transport mega-project |
| title_full | Error culture and its impact on rework: An exploration of norms and practices in a transport mega-project |
| title_fullStr | Error culture and its impact on rework: An exploration of norms and practices in a transport mega-project |
| title_full_unstemmed | Error culture and its impact on rework: An exploration of norms and practices in a transport mega-project |
| title_short | Error culture and its impact on rework: An exploration of norms and practices in a transport mega-project |
| title_sort | error culture and its impact on rework an exploration of norms and practices in a transport mega project |
| topic | Culture Error Error management Error prevention Rework Mega-project |
| url | http://www.sciencedirect.com/science/article/pii/S2666165922000011 |
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