https://doi.org/10.24928/2021/0125
Lean Teams and Behavioral Dynamics: Understanding the Link
Elnaz Asadian1 & Robert M. Leicht2
1PhD Candidate, Architectural Engineering Department, Pennsylvania State University, University Park, PA 16801, USA, [email protected], orcid.org/0000-0002-3146-77252Associate Prof., Architectural Engineering Department, Pennsylvania State University, University Park, PA 16801, USA, [email protected], https://orcid.org/0000-0001-6705-8141
Abstract
The emphasis of lean thinking on eliminating waste and improving production makes it easy to relate to the construction domain to have more successful projects. Several tools and techniques have been introduced to simplify lean adoption. However, the human side of lean has not yet seen the emphasis it deserves. Interdisciplinary teams are the implementers of lean practices within projects. Therefore, this study seeks to shed light on the nature of lean teams within construction projects. The human dynamics are mapped to the lean principles to investigate the link between these constructs and lean initiatives implementation. To support the alignment of team enablers with lean principles, eight constructs from the A_B_C framework of team psychology have been identified through the literature search, including openness, trust and psychological safety, cohesion, team viability, collaboration and communication, conflict, information sharing, and knowledge exchange. The findings highlight that organizations should consider the behavioral side of lean in a team context if they want to realize the full benefits of lean transformation. By emphasizing the importance of lean foundations within the organizational culture and team member behavior, construction teams will be able to develop the link necessary between team members' interactions and lean principles adoption.
Keywords
Team dynamics, lean construction, collaboration, trust, culture
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Reference
Asadian, E. & Leicht, R. M. 2021. Lean Teams and Behavioral Dynamics: Understanding the Link, Proc. 29th Annual Conference of the International Group for Lean Construction (IGLC) , 393-402. doi.org/10.24928/2021/0125
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