Creating a mindfulness to learn from errors: Enablers of rework containment and reduction in construction

Abstract

Empirical research has revealed that the salient issues that influence the conditions for errors to manifest in construction are attributable to: (1) authoritarian leaders blocking communicative action; and (2) an absence of an organizational culture that supports and promotes learning from errors. The errors that emerge from leadership and cultural issues in construction have been overlooked in the literature. We, therefore, develop a rework containment and reduction (CORE) framework that can be used to create an environment that supports and promotes learning from errors. Our CORE framework comprises four strategic enablers: (1) authentic leadership; (2) error management; (3) psychological safety; and (4) psychological contract. The framework can provide construction organizations with the opportunity to learn and modify work practices to redress their rework problem. Additionally, it affords a platform for organizations to create capacity and willingness to exercise critical reflection about what they are doing, to understand why they are doing it, and to determine the consequences of their actions.