{"id":27330,"date":"2022-11-26T14:28:23","date_gmt":"2022-11-26T13:28:23","guid":{"rendered":"https:\/\/www.gbcc.eu\/?p=27330"},"modified":"2022-12-02T08:50:46","modified_gmt":"2022-12-02T07:50:46","slug":"people-and-technology-in-the-construction-industry","status":"publish","type":"post","link":"https:\/\/www.gbcc.eu\/en\/27330\/people-and-technology-in-the-construction-industry\/","title":{"rendered":"People and technology in the construction industry"},"content":{"rendered":"<\/span> 10<\/span> Min.<\/span><\/span>\n

In this article, I talk about parallel realities, the relationship between people and technology in the construction industry, conservative and modern hierarchies, and changing attitudes.<\/em><\/strong><\/p>\n\n\n\n

For most of us, the internet is truly indispensable. In a professional context, too, work is increasingly being done on internet-based platforms to make information accessible to everyone and to work collaboratively. This requires a completely different way of working than before \u2013 even though some of us might not like it and consider it a problem.<\/p>\n\n\n\n

That\u2019s why I had to smile when I read about a famous artist who solved the problem in a completely different way because, according to the article, she is at war with modern means of communication. The tenor of the article is since she is such a diva<\/em>, her entourage has to take care of everything from operating her smartphone to sending emails on her behalf.<\/p>\n\n\n\n

While reading this article, I thought to myself that if the lack of affinity for technology is supposed to be an indicator of a person\u2019s diva-ness, then the biggest divas are probably gathered in the small and medium-sized companies in the construction industry \u2013 at least in German-speaking countries.<\/p>\n\n\n\n

Critical self-reflection comes up short in the construction industry<\/h2>\n\n\n\n

I have to think of scenarios I\u2019ve come across, like this: a senior construction project manager in a client company with a hundred employees did not have a PC but wrote a few lines of instructions on a piece of paper for the purpose of internal project communication.<\/p>\n\n\n\n

Yes, you have read that correctly \u2013 a senior construction project manager! No PC! In the 2010s!<\/p>\n\n\n\n

I have been in business for over 30 years and a lack of affinity for technology is something I encounter in a wide variety of industries, and not only in construction. Typically, this is accompanied by a sense of guilt that goes something along the lines of \u201cWe know we need to catch up, but unfortunately we don\u2019t have the money at the moment.\u201d<\/p>\n\n\n\n

Initially, money seems to be the problem, but it\u2019s actually not the primary reason for companies in the construction business avoiding technology. Rather, it seems that a lack of affinity for technology is, in some respects, part of their self-image of being \u201ccraftsmen\u201d. Instead of learning and using new technologies, they hone more traditional skillsets that do not require it, and therefore they can be proud in their self-image as a \u201ccraftsman\u201d.<\/p>\n\n\n\n

Innovation and technology in the construction industry: a parallel reality<\/h2>\n\n\n\n

Parallel to this reality exists another reality. A reality in which remarkably innovative and forward-looking technologies are currently available and would instantly eliminate many of the industry\u2019s inherent problems.<\/p>\n\n\n\n

Why can\u2019t these two realities come together? How can it be that all buildings could be safely and thoroughly planned with \u201cBIM<\/a>\u201d, but instead we struggle daily with various construction site debacles? Why don\u2019t the innovative technologies catch on?<\/p>\n\n\n\n

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My hypothesis is that the reason lies in an insufficient premise of the software and technology providers.<\/p>\n\n\n\n

The premise that people can be programmed like a computer to \u201cfunction properly\u201d; that it is possible to change people\u2019s behaviour without first dealing with their inner attitude.<\/p>\n\n\n\n

Instead, they follow this guiding principle: if we don\u2019t get anywhere, we\u2019ll just describe the technical advantages of our solution in more detail and offer even more implementation workshops.<\/p>\n<\/div>\n\n\n\n

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People cannot be controlled like machines<\/h3>\n\n\n\n

These providers only need to take a look at their own company to realise that this premise cannot be true. After all, if they can\u2019t get their own employees to function properly, how can the client company be any different?<\/p>\n\n\n\n

How does a company become an organisation in which professionals work, take responsibility for their own tasks and projects, think cooperatively, move with the times, and advance their own company organisationally and technically of their own accord?<\/p>\n\n\n\n

A change of attitude: hierarchical cooperation<\/h2>\n\n\n\n

The larger a company, the more important the influence of organisational hierarchies on cooperation becomes. Hierarchical interaction, therefore, has a significant influence on the mindset of the employees. And the understanding of leadership is strongly influenced by the zeitgeist \u2013 and possibly also by the self-image of an industry.<\/p>\n\n\n\n

In the traditional understanding of leadership, which is still widespread in the construction industry, the superior person is seen as someone who leads and communicates clearly where things are going. In fact, I hardly know of any other industry like the construction industry where employees in general, and construction workers in particular, are treated so consistently like \u201cimmature children\u201d who always need the attention, supervision and guidance of a \u201cmature adult\u201d. Visualised with this dialogue:<\/p>\n\n\n\n