Elsevier

Applied Ergonomics

Volume 69, May 2018, Pages 104-111
Applied Ergonomics

Putting into practice error management theory: Unlearning and learning to manage action errors in construction

https://doi.org/10.1016/j.apergo.2018.01.007Get rights and content

Highlights

  • A deviation from a standard or protocol often results in rework occurring.

  • When rework is required the probability of unexpected safety events significantly increases.

  • Limitations of error prevention were identified and concept of error management has been advocated.

  • A case study is used to examine how a program alliance used error management to curtail rework and improve safety.

  • Provides learning opportunities for organizations that are seeking to improve quality and safety performance.

Abstract

Error management theory is drawn upon to examine how a project-based organization, which took the form of a program alliance, was able to change its established error prevention mindset to one that enacted a learning mindfulness that provided an avenue to curtail its action errors. The program alliance was required to unlearn its existing routines and beliefs to accommodate the practices required to embrace error management. As a result of establishing an error management culture the program alliance was able to create a collective mindfulness that nurtured learning and supported innovation. The findings provide a much-needed context to demonstrate the relevance of error management theory to effectively address rework and safety problems in construction projects. The robust theoretical underpinning that is grounded in practice and presented in this paper provides a mechanism to engender learning from errors, which can be utilized by construction organizations to improve the productivity and performance of their projects.

Introduction

A prudent man foresees the difficulties ahead and prepares for them; the simpleton goes blindly on and suffers the consequences.” Proverbs 22:3

Within construction, errors have a negative influence on the quality and safety performance of projects (Love et al., 2004, Wanberg et al., 2013). For example, a lack of quality workmanship often follows a deviation from a standard or protocol. Consequently, this requires additional work (i.e. rework) to ensure it conforms to specified standards. When such additional work is undertaken, it has been revealed that the likelihood of a safety event occurring significantly increases (Love et al., 2015a). The corollary being the suggestion that a symbiotic relationship exists between quality and safety performance (Husin and Adnan, 2008, Wanberg et al., 2013, Love et al., 2015a, Love et al., 2015b). Both rework and safety incidents are issues that the construction industry has been trying to tackle for decades, but with limited avail. Contributing to this lack of success has been the absence of a theoretical underpinning that can be applied to redress the issues associated with rework and safety incidents (Love et al., 2016a). With this in mind, error management theory is drawn upon to examine why and how a project-based organization, which took the form of a program alliance, was able to significantly reduce and contain its errors. In doing so, the program alliance embarked on a task of rejuvenating itself through a metamorphosis that was engendered by unlearning. This enabled the alliance to simultaneously improve its quality and safety performance, and cultivate a mindfulness that enabled people to improvise and effectively handle its errors.

The research presented in this paper provides a much-needed context to demonstrate the relevance of error management theory to effectively address rework and safety problems in construction. In addition, the insights and experiences derived from the case study provide learning opportunities for organizations that are seeking to improve their quality and safety performance of the projects that they are charged with delivering.

Section snippets

Error management

Errors are difficult to define (Van Dyck et al., 2005). Reason (1990) suggests that the study of error is largely an inductive mode of enquiry, and does not demand precise axioms and definitions at the outset, as do the deductive sciences. The ambiguity surrounding the meaning of an error led Hollnagel (1993) to state “most authors wisely refrain from giving a clear definition” (p. 5). Putting aside this equivocality, it is generally assumed that human error manifests itself when something is

Research method

The research presented in this paper focuses on action errors that manifest themselves during the construction process. Action errors are defined as “unintended deviations from plans, goals or adequate feedback processing as well as incorrect action that results from a lack of knowledge (Van Dyck et al., 2005: p.1229). Action errors can result in rework and safety events materializing during construction.

Under the umbrella of error management theory, a case study approach is used to examine

Case study background

The program alliance was established in 2009 to deliver 129 water infrastructure projects, comprising of pipelines, water treatment plants, pump stations, tanks, storage facilities and channel works throughout a regional area of Victoria in Australia. The program of works to be undertaken was valued at AU$375 million over a five-year period.

In 2011, approximately 2½ years into the five-year program, the ALT and Alliance Management Team (AMT) became aware that a number of projects were incurring

Research findings

To demonstrate how error management theory can be used to examine how alliance was able to reduce its action errors that led to rework and safety incidents, the findings are presented in accordance with its key constructs (Van Dyck et al., 2005). In Table 1, extracts from interviewees’ comments are presented to demonstrate how these principles emerged. Prior to the presentation of findings, the underlying mechanisms that enabled the alliance to transform itself from a SL to DL environment are

Discussion

In this case study, it was observed errors had both negative and positive consequences. Every effort, however, was made not to commit errors, which may have translated into poor quality (e.g. rework) and safety issues (e.g., incidents and accidents). All organizations involved with the alliance strove to perform their routines and tasks without committing errors as they adversely affect productivity, profit and safety. Contrary to the previous project successes that had been encountered in the

Conclusions

The experiences of a program alliance that implemented error management to address the increasing levels of rework and injuries that were being experienced is presented. Error management is based on the premise that no matter what, not all errors can be prevented; it is not the error that needs to be avoided, but rather its negative consequences. It accepts error occurrence, yet the approach stresses the importance of acknowledging the negative impact that errors can have and seeks to

Acknowledgments

The authors would like to acknowledge the funding bodies that have enabled the ideas and the research presented in this paper to come to fruition: Australian Research Council (DP130103018). Ethics approval was provided by Curtin University. The authors would like to thank Mr. John Morrison, Frontline Coach, for assisting with the data collection and enabling the research to come to fruition. We would also like to thank the Associate Editor and the four anonymous reviewers for their constructive

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