https://doi.org/10.24928/2024/0204
The Design-Construction Communication Loop: A Conceptual Model for Communication Error Analysis
Frode Drevland1 & Fredrik Svalestuen2
1Associate Professor, Norwegian University of Science and Technology (NTNU), Trondheim, Norway, [email protected], orcid.org/0000-0002-4596-15642Director of Process and Production, Veidekke Norge, Trondheim, Norway, [email protected], orcid.org/0009-0004-4662-4617
Abstract
The paper introduces a novel conceptual model designed to analyse and mitigate communication errors within the design-construction interface of construction projects. Recognising the complexity of communication in construction projects, the model integrates three foundational theories: Koskela’s Transformation-Flow-Value (TFV) theory, Gero’s Function-Behaviour-Structure (FBS) model, and Shannon and Weaver’s communication theory. This interdisciplinary approach allows for a comprehensive examination of the information flow between the design and construction processes, highlighting potential transformation and flow errors at each stage. The model categorises errors into transformation errors, intrinsic to specific processes, and flow errors, which result from upstream issues, providing a framework for targeted quality control measures and root cause analysis. However, the model acknowledges its limitation in addressing the temporal aspects of communication, a critical factor in construction project management. The paper argues that, despite this limitation, the model offers significant insights for academics and practitioners by providing a structured method to identify, analyse, and address communication errors, thereby enhancing the efficiency and effectiveness of information exchange in construction projects.
Keywords
Lean construction, theory, construction communication, information flow
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Reference
Drevland, F. & Svalestuen, F. 2024. The Design-Construction Communication Loop: A Conceptual Model for Communication Error Analysis, Proceedings of the 32nd Annual Conference of the International Group for Lean Construction (IGLC 32) , 24-35. doi.org/10.24928/2024/0204
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