collaborative working and behaviour change presentation

bimfusion.co.uk | [email protected] | 01865 355580

bringing together people, processes and technology

Collaborative Working &Behaviour Change

Agenda

• Why collaboration? • High Performing Teams - a scientific approach• Collaborative working tool kit• Keys to improve performance and productivity



Definitions

a) working together: the act of working together with one or more people in order to achieve something

ORa) working with enemy: the betrayal of others by working with an enemy, especially an occupying force



Why collaboration?

The joint Government and industry "Industrial Strategy for Construction" (2013) provides a vision for the construction industry in 2025, with targets of:

• 33% reduction in initial cost of construction and associated whole life costs



• a 50% reduction in overall time of delivery from inception to completion (for new build and refurbishment)

• a 50% reduction in greenhouse gas emissions in the built environment

• a significant improvement in exports of products and materials with a 50% reduction in the trade gap between exports and imports.

Achieving these targets will not be achieved by simply doing the same things we have always done.

The UK Government sees this being achieved through Collaborative working


Collaboration Questions1. What are the core values of our industry?2. How are we perceived by others outside of our

industry?3. What are the core values of our businesses?4. Have you ever received in your professional

career any specific training on collaboration?5. How would collaboration have improved the

outcome of a project you worked on?



The Jigsaw



The Jigsaw



Why is collaboration important?

Why don’t we collaborate?



Neuroscience - Fad or fact?What can it tell us about delivering projects at the coalface?

Why the exciting part is how we can align individuals’ natural human desires with maximising organisational performance ?

Why don’t we collaborate?

The best Project Manager



1. Imagine the VERY best PM you have ever worked for/with



1. Imagine the VERY best PM you have ever worked for/with2. Compare that VERY best to the average





Managers Leaders

Engaging People

Communicate by telling people what has been decided.

Expect people to do things their way.

Make sure the team has the skills it needs to deliver.

Making Decisions

Tell people what they need to do.

Maintain control.



Managers Leaders

Engaging People

Communicate by telling people what has been decided.

Expect people to do things their way.

Make sure the team has the skills it needs to deliver.

Communicate by first listening to people to learn about their concerns and ideas.

Encourage people to achieve by doing things the best way they know how.

Constantly attends to how people are working together to create teams that are “more than the sum of their parts.”

Making Decisions

Tell people what they need to do.

Maintain control.

Encourage peoples commitment to understanding/ of the vision so they can decide what to do in the coal face

Delegate intelligently.

Brain concepts with HUGE organisational implications

1 – The brains primary function is to keep us safe• It is about 5 times more alert to threat than

opportunity• If in doubt the brain will perceive threat



2 – People’s brains have developed the NEED to be in good relationships with other people• We have specialised cells like mirror neurons

– probably ONLY to empathise with each other

• Good relationships are essential to create and maintain effective brains



3 – The brain operates efficiently by making patterns/ maps• Patterns are so important that we make

them up with very few facts• The more often you do something it

becomes a more laid down map• This explains why change is difficult



Its ALWAYS safety first



"Should Scotland be an independent country?"



The principal issues in the referendum are:• the economic strength of

Scotland• defence arrangements• continued relations with the

rest of the UK• membership of

supranational organisations, particularly the European Union (EU) and NATO.

SCARF



StatusCertaintyAutonomyRelatednessFairness

Dr David Rock of the Neuroleadership Institute



The SCARF model is useful for

• Self awareness • Self control• Awareness of others• Reminding us how easy it is to

inadvertently threaten survival• Identifying a better way to achieve to

required objective



SCARF



Questions

What would you identify as the worst behaviour on your project at the moment?

Which of the SCARF identifiers might be causing this behaviour?





Identify others bad behaviours

What can you do differently tomorrow?

Status

Certainty

Autonomy

Relatedness

Fairness



If we keep doing the same thing …..we’ll get the same results

• Face-to-face feedback sessions with suppliers and clients driving improvement in performance

• Good relationships are essential to create and maintain effective brains. We think best in the context of good relationships. Emails?

• Seek to empathise rather than take an adversarial stance. Vocabulary, tone and body language

• Practice listening and demonstrating that you have listened.

BIM



The Jigsaw


BIM is collaboration

Question

What is the biggest challenge?

a. Finding technical solutions that deliver the required outcomes

b. People learning how to work together collaboratively



QuestionAs part of a team delivering a project using BIM, what would you do differently to engender true collaboration?

BIM tools3D – modellingClash detectionCommon Data Environments (document management systems)

Contracts





Questions

What form of contract do you normally use on your projects?

Does it foster collaboration?

Does it get team members playing to their strengths?

Is it part of a suite of co-ordinated contracts – appointments, building contract and sub-contracts?



• The Employer, the Contractor, the Project Manager and the Supervisor shall act as stated in this contract and in a spirit of mutual trust and co-operation

NEC ToolsProgramme managementChange control – Early WarningsRisk LogsTarget cost

Self awareness




Questions

• Do you know your own strengths?

• Do you know the strengths of other members in your team?

• If you had this information, how would it benefit:- You- Others in the team- The outcome of the project

Wrap up



Thank [email protected] 355 580

@TCAProjects

www.linkedin.com/company/the-clarkson-alliance



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collaborative working and behaviour change presentation

Leadership & Management

good relationships

maintain control

making decisions

core values

bimtheclarksonalliance

technology

jigsaw bringing

telling people