Openly accessible

Facilitating a no-blame culture through project alliancing

Walker, Derek, Lloyd-Walker, Beverley and Mills, Anthony 2013, Facilitating a no-blame culture through project alliancing, in WBC 2013 : Proceedings of the 19th Triennial CIB World Building Congress, Queensland University of Technology, Brisbane, Qld, pp. 1-13.

Attached Files
Name Description MIMEType Size Downloads
walker-facilitatinganoblame-2013.pdf Published version application/pdf 312.16KB 6

Title Facilitating a no-blame culture through project alliancing
Author(s) Walker, Derek
Lloyd-Walker, Beverley
Mills, Anthony
Conference name International CIB World Building. Congress (19th : 2013 : Brisbane, Queensland)
Conference location Brisbane, Queensland
Conference dates 5-9 May 2013
Title of proceedings WBC 2013 : Proceedings of the 19th Triennial CIB World Building Congress
Editor(s) Kajewski, Stephen
Manley, Karen
Hampson, Keith
Publication date 2013
Conference series International CIB World Building Congress
Start page 1
End page 13
Total pages 13
Publisher Queensland University of Technology
Place of publication Brisbane, Qld
Keyword(s) collaborative procurement
no-blame
project alliancing
culture
Summary Innovation occurs within the safety of a no-blame culture yet we see surprisingly scant literature on how this is facilitated within a construction project management context. The purpose of this paper is to demonstrate how innovation and promotion of innovative thinking in action is enabled through a no-blame culture in project alliances in Australia. We argue that innovation is dependent upon collaboration and true collaboration is inextricable linked to behavioural drivers. Foremost of these is a culture of openness and willingness to share the pain and gain from experimentation. Further, this culture requires that collaborators be protected from the threat of being blamed and held accountable for experimental failure. We draw upon theory and data gathered over several recent research studies on the experience of project alliances in Australia. The project alliance procurement form has a unique ‘no-blame’ behavioural contract clause that is crucial in developing a collaborative culture where innovation can evolve through a process of trial and error.
Language eng
Field of Research 120201 Building Construction Management and Project Planning
Socio Economic Objective 870402 Commercial Construction Processes
HERDC Research category E1 Full written paper - refereed
Copyright notice ©2013, The Authors
Persistent URL http://hdl.handle.net/10536/DRO/DU:30061651

Document type: Conference Paper
Collections: School of Architecture and Built Environment
Open Access Collection
Connect to link resolver
 
Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved.

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.

Versions
Version Filter Type
Access Statistics: 23 Abstract Views, 7 File Downloads  -  Detailed Statistics
Created: Tue, 18 Mar 2014, 08:32:29 EST

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.