Achieving Change in Construction

Lauri Koskela1, Glenn Ballard2 & Greg Howell3

1Senior Researcher, VTT Technical Research Centre of Finland, P.O.Box 1800, FIN-02044 VTT, Finland, Phone +358 9 456 4556, Fax +358 9 456 6251, E-mail lauri.koskela@vtt.fi
2Glenn Ballard is Research Director for the Center for Innovation in Project and Production Management (dba Lean Construction Institute) and Adjunct Associate Professor at the University of California at Berkeley, ballard@leanconstruction.org.
3Executive Director, Lean Construction Institute, Box 1003, Ketchum, ID 83340. 208/726-9989. E-mail ghowell@leanconstruction.org.

Abstract

It is generally admitted that there is a need for change in construction, and various initiatives and programmes have been launched in many countries for achieving that change. However, only few have a track record of consequent and significant successes, even if success in small scale has been reported. This paper considers the scope of change needed, the big foundational ideas of change, as well as the initiation of the change and keeping its momentum. The discussion draws on theoretical, empirical and action research carried out by the authors. The reasons for the sluggish results from change initiatives are also briefly analyzed.

Keywords

Construction, organizational change, learning

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Reference

Koskela, L. , Ballard, G. & Howell, G. 2003, 'Achieving Change in Construction' In:, 11th Annual Conference of the International Group for Lean Construction. Virginia, USA, 1-.

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