When we dig a little deeper, it's clear that few of the real issues are being tackled. Often the people say they can't have those sorts of conversations because that would damage the relationship. So they continue to be "proactive" and "reasonable" in the hope that things turn out. In the absence of truly straight conversations, what starts as a minor issue festers and becomes a running sore. Relationships are damaged though they say everything is fine. Often the next step is to try and smooth things over by having a night out down the pub, or resort to adversarial avenues.
So how can we have straight conversations that arrive at solutions to get the job done and deepen the relationships? Breakdown technology is one approach. This approach requires the team to identify the real issue and then work up a breakthrough strategy. The principle of breakdown is: this is the situation. No blame. We're in it together. Now what do we do to sort it?
Team solutions
Having facilitated many breakdown sessions I believe they work because the team generates the solution and the point is not to blame but to get moving again.
The results can be dramatic. One such result was the completion of a £15m retail project, built from scratch in 27 weeks. The team had worked incredibly hard to get within eight weeks of practical completion (PC). Round the clock shifts and seven days a week for several months. With eight weeks to PC the contractor assessed 11 weeks of work left. The contractor asked me to take a look.
Breakdown requires the team to identify the real issue and then work up a strategy. The principle is: No blame. We’re in it together. Now what do we do to sort it?
A breakdown was declared and a workshop convened with the key participants, including the design team, project manager, section managers, QS and subcontractors. There were about 20 people in the room. The early part of the workshop was extremely tense. 'How could he declare this breakdown when we are all trying so hard!' was the sentiment. Many of the staff were exhausted and some were furious.
Initially we spent time looking at the relationships and what was getting in the way. We discovered ineffective communication. For instance, the architect had some good ideas but was holding back as he did not want to interfere with the contractor's plans. We resolved personal friction between two key managers. After some straight talking one of them modified his approach once he understood the other's situation. Afterward, for those two, daily strategy meetings replaced weekly arguments.
After an hour or so the route of the breakdown started to emerge. With a visibly lighter atmosphere the team then worked through the brainstorming and action stages and arrived at a collective strategy for the final eight weeks.
One action that made a big difference involved the project manager stopping the job and gathering all the operatives in the open area.
It transpired that many of the operatives did not even know what the completion date was and so did not really share the sense of urgency
The meeting took about 45 minutes to convene. He then simply explained what had to be achieved, by when and how he thought it could be done.
It transpired that many of the operatives did not even know what the completion date was and so did not really share the sense of urgency. He then asked what was holding them back and for their ideas. There were plenty of suggestions about correctable matters. This single action engaged the workforce and enrolled their commitment.
No miracles
The project subsequently finished on time – there were no miracle cures involved, just commitment towards a common goal, effective teamworking and good communication.
This team had achieved a great deal before the contractor called breakdown. But, as is often the case, they had become stuck with one limiting strategy – working harder and faster. Declaring the breakdown enabled them to see and act on alternatives – even at that late stage. Then by working together to deliver their collective strategy they began to tap the potential of partnering.
When you feel like breaking something, this is the break to take
1 Identify the breakdown, remembering ‘this is the situation we are in and we are in it together – no blame’. Spend time defining the breakdown, keep asking ‘what is the underlying issue here?’ – working with symptoms is ineffective! 2 Define what would constitute a result or breakthrough. 3 Look at the team/the relationships – are they big enough to deliver the project. Big results need big relationships 4 Work on the relationships – clear baggage between individuals/ organisations, air issues, explore feelings (not thoughts or opinions) – establish listening and empathy for others' perceptions and situation 5 Once relationships are in tact conduct a possibilities conversation – using brainstorming techniques – to generate the teams collective ideas for getting to the breakthrough. Providing the relationships are big enough a list of 30-40 ideas/possibilities can be generated in a strict 15-minute brainstorm 6 Review the list of ideas and cross out the ones that the team is not committed to moving forward. Alternatively use Pareto Voting (team votes on the ideas and arrives at the 20% that will make the biggest difference) technique to sift the ideas to take forward for action. This conversation will reduce the list of ideas to the four or five opportunities for achieving the result 7 For each of the remaining opportunities have an action conversation – ‘who (one named person - present in the room) can we count on (is accountable) for that action and (most importantly) by when’ 8 Check – is there anything else? Any other actions needed to achieve the breakthrough? 9 Agree when to review actions and the progress towards the Breakthrough 10 Remember, accountable people ensure actions get done/are followed throughSource
Construction Manager
Postscript
Dave Stitt has spent 26 years in the industry. He has led a number of change and improvement programmes for major contractors and now runs his own consultancy, DSA Building Performance. Contact dsabuilding@btopenworld.com
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