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owners, owners’ rep- the list goes on and on. Coordinating a change across such a diverse network can be daunting. Different stakeholders may have their preferred ways of working, making it difficult to achieve consensus on adopting fresh methods or technologies. Consequently, this complexity can lead to a preference for maintaining the status quo rather than introducing potentially disruptive changes.
Aside from the nature of the construction industry, there have also been issues with the almost limitless number of software packages and technology platforms that have been presented to the construction industry. Unfortunately, many of these offerings have not held up to expectations.
Consequently, contractors and construction companies are justifiably jaded when new products are introduced. In some cases, new tools have been thrust upon project teams without their input and with little thought as to whether these tools can solve real-world pain points.
Based on this history, companies have begun to conduct more thorough vetting of any novel solution that promises enhanced productivity or a speedy ROI. The industry, as a whole, has been determined not to relive the previous negative experiences. That’ s part of the reason effective change management in the construction sector can be challenging. Before change can be managed, it must actually be undertaken; that is, some form of change – whether it’ s the adoption of new technologies, novel strategies for project management, or enhanced methods of documentation, change management does not come into play until a change is forthcoming.
Variability makes change difficult
The irony is that while this may be true of the industry at large, the people in construction are some of the most innovative professionals you’ ll ever meet. They’ re doing amazing things, often without the benefit of sophisticated
solutions. Imagine what they would be capable of if they had the most advanced tools and methodologies at their disposal.
Interestingly, in recent years, the construction industry has seen a surge in technological advancements, from new software platforms to innovative construction techniques. While these innovations promise to improve efficiency, safety, and project outcomes, the constant influx of new tools can lead to innovation fatigue. Construction companies, already burdened with tight schedules and budgets, may find it overwhelming to continuously adapt to these advanced tools. And this fatigue can result in a reluctance to adopt even the most promising innovations.
Still, as increasing numbers of these enhancements show themselves to be worthy of attention, construction companies are becoming more willing to embrace them, more interested in taking these products for a test drive to see what they can do.
Building a case for change
Once a construction company does decide to embrace modern technologies or methods, the next challenge lies in effectively managing the actual change process. Change management is a systematic approach to dealing with the transition or transformation of an organization’ s goals, processes, and technologies. The purpose of change management is to implement
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