Breaking Socio-Cognitive Barriers to Value Generation in Integrated Teams

Daniel Forgues, Lauri Koskela, Albert Lejeune

Research output: Chapter in Book/Report/Conference proceedingConference contribution

3 Citations (Scopus)

Abstract

Value generation is defined as meeting client requirements while minimizing waste. Authors agree on the issues related to sequential design in handling client requirements, and suggest the use of an integrated Design approach as an alternative. Little is said, however, about the impact of adopting integrated Design new organization of work on traditional design practice, processes and tools, and about the importance of breaking down socio-cognitive barriers related to mental model fragmentation between design professionals, clients and users. This may result in cognitive inertia, a major source of waste. The objective of the research is to develop and test the use of boundary objects, such as requirement management tools in the context of integrated teams and organizations to break the cognitive inertia that hinders value generation. The research is conclusive about the effectiveness of using boundary objects such as a requirement management construct to transform practices in construction. The research also contributes to a better understanding of the new purpose of construction projects by framing its context and process dimensions within a theoretical framework, and to the evolution of practices in construction.

Original languageEnglish
Title of host publicationProceedings of IGLC16
Subtitle of host publication16th Annual Conference of the International Group for Lean Construction
EditorsPatricia Tzortzopoulos, Michail Kagioglou
PublisherInternational Group for Lean Construction ( IGLC )
Pages435-446
Number of pages12
Publication statusPublished - 1 Dec 2008
Externally publishedYes
Event16th Annual Conference of the International Group for Lean Construction - Manchester, United Kingdom
Duration: 16 Jul 200818 Jul 2008
Conference number: 16
http://iglc.net/Papers/Conference/18 (Link to Conference Website )
https://www.worldcat.org/title/proceedings-of-iglc16-16th-annual-conference-of-the-international-group-for-lean-construction/oclc/334011830

Conference

Conference16th Annual Conference of the International Group for Lean Construction
Abbreviated titleIGLC16
CountryUnited Kingdom
CityManchester
Period16/07/0818/07/08
Internet address

Cite this

Forgues, D., Koskela, L., & Lejeune, A. (2008). Breaking Socio-Cognitive Barriers to Value Generation in Integrated Teams. In P. Tzortzopoulos, & M. Kagioglou (Eds.), Proceedings of IGLC16: 16th Annual Conference of the International Group for Lean Construction (pp. 435-446). International Group for Lean Construction ( IGLC ).
Forgues, Daniel ; Koskela, Lauri ; Lejeune, Albert. / Breaking Socio-Cognitive Barriers to Value Generation in Integrated Teams. Proceedings of IGLC16: 16th Annual Conference of the International Group for Lean Construction. editor / Patricia Tzortzopoulos ; Michail Kagioglou. International Group for Lean Construction ( IGLC ), 2008. pp. 435-446
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Forgues, D, Koskela, L & Lejeune, A 2008, Breaking Socio-Cognitive Barriers to Value Generation in Integrated Teams. in P Tzortzopoulos & M Kagioglou (eds), Proceedings of IGLC16: 16th Annual Conference of the International Group for Lean Construction. International Group for Lean Construction ( IGLC ), pp. 435-446, 16th Annual Conference of the International Group for Lean Construction, Manchester, United Kingdom, 16/07/08.

Breaking Socio-Cognitive Barriers to Value Generation in Integrated Teams. / Forgues, Daniel; Koskela, Lauri; Lejeune, Albert.

Proceedings of IGLC16: 16th Annual Conference of the International Group for Lean Construction. ed. / Patricia Tzortzopoulos; Michail Kagioglou. International Group for Lean Construction ( IGLC ), 2008. p. 435-446.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

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AB - Value generation is defined as meeting client requirements while minimizing waste. Authors agree on the issues related to sequential design in handling client requirements, and suggest the use of an integrated Design approach as an alternative. Little is said, however, about the impact of adopting integrated Design new organization of work on traditional design practice, processes and tools, and about the importance of breaking down socio-cognitive barriers related to mental model fragmentation between design professionals, clients and users. This may result in cognitive inertia, a major source of waste. The objective of the research is to develop and test the use of boundary objects, such as requirement management tools in the context of integrated teams and organizations to break the cognitive inertia that hinders value generation. The research is conclusive about the effectiveness of using boundary objects such as a requirement management construct to transform practices in construction. The research also contributes to a better understanding of the new purpose of construction projects by framing its context and process dimensions within a theoretical framework, and to the evolution of practices in construction.

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Forgues D, Koskela L, Lejeune A. Breaking Socio-Cognitive Barriers to Value Generation in Integrated Teams. In Tzortzopoulos P, Kagioglou M, editors, Proceedings of IGLC16: 16th Annual Conference of the International Group for Lean Construction. International Group for Lean Construction ( IGLC ). 2008. p. 435-446