https://doi.org/10.24928/2022/0160
The Dual Nature of Complexity in Construction Management–Call for a Renewed Debate
Bo Terje Kalsaas1, Trond Bølviken2 & John Skaar3
1Professor Emeritus, Dr Ing., Faculty of Engineering and Science, University of Agder, N-4846 Grimstad, Norway, [email protected], orcid.org/0000-0003-4383- 16832Professor, Faculty of Engineering and Science, Department of Engineering Sciences, University of Agder, N-4846 Grimstad, Norway, [email protected], orcid.org/0000-0003-4834-2408
3Assistant Professor, Faculty of Engineering and Science, Department of Engineering Sciences, University of Agder, N-4846 Grimstad, Norway, [email protected], orcid.org/0000-0003- 2290-2374
Abstract
The paper is conceptual, with the aim of raising a new debate on complexity and value creation within IGLC. The topic of complexity in construction projects was first raised in the Nineties before it in the early 2000s was introduced on the Lean Construction and IGLC agenda. When facing a complex problem, there are two possible strategies to pursue with reference to the Cynefin framework for complexity. The first is to transform and move the problem into the complicated or even simple domain, thereby making it manageable. The second is to handle the problem within the complex domain. The dominant approach within both Project Management and Lean is the first, namely, to emphasize efficiency, flow, standardization, best practice, planning, reliability, and control. The paper challenges this lop-sidedness by pointing out its potential reductionism and argues that we should also appreciate, exploit, and take advantage of complexity instead of just combatting it. Value creation is reliant upon both strategies and is therefore not a question of either or, but of balance and trade-offs based on an inherent dualism
Keywords
Complexity, complicated, Cynefin, value creation, desig
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Reference
Kalsaas, B. T. , Bølviken, T. & Skaar, J. 2022. The Dual Nature of Complexity in Construction Management–Call for a Renewed Debate, Proc. 30th Annual Conference of the International Group for Lean Construction (IGLC) , 552-563. doi.org/10.24928/2022/0160
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