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Dar Al Riyadh Insight #90 Human Factors 1 – 6
Dar Al Riyadh Insights reflect the knowledge and experience of our Board, executives and staff in leading and providing PMC, design and construction management services. Dar Al Riyadh believes in the importance of broadly sharing knowledge with our clients and staff to improve project outcomes for the benefit of the Kingdom of Saudi Arabia.
In this Insight we will review the first six of the so called “dirty dozen” human factors that impact large complex projects.
Communication
Communication is the exchange of information, not just the exchange of data. Communication requires a conveyance of context and must be free of bias. One of the greatest challenges to communication is the perception that communication exists. Transfer of information must avoid framing questions that act to limit its objective use, often by eliminating or discouraging critical information and thinking. “This result looks ok, don’t you agree?” is an example of a framing question.
Communication requires:
- breaking down barriers.
- promoting transparency whether the news is good, bad, or ugly.
- having clear, consistent messages that are communicated through multiple channels.
- being continuous.
- and being equally open, up, down, and sideways.
Communication at transition and handoff points is especially important and requires a well-defined and structured approach.
Complacency
A root cause of complacency is often overconfidence. A “been there, done that” attitude is especially dangerous in complex situations. Our instinctive use of pattern recognition often overly simplifies what we are seeing. We are looking at the situation through a straw and not seeing the complete picture. Even if we have considered the broader picture, we must remember that a snapshot in time does not necessarily tell you the trajectory of the “project movie.”
The use of artificial intelligence in assessing project performance and trajectory provides us with an objective assessment that can then allow a basis for confidence in project conditions.
Lack of Knowledge
Lack of knowledge can take many forms. It can range from an explicit lack of required technical knowledge; confrontation with a new problem type; lack of clarity on project processes or protocols; team-based role uncertainties (what is my job; what is yours); and an absolute absence of required data.
When faced with any of these knowledge challenges, there may be a tendency to not ask for help or avoid asking questions that might expose one’s ignorance.
Remember: all of us together are smarter than any one of us. Engage diverse teams to gain required knowledge and, most importantly, to gain perspectives.
Distraction
Distraction is a particularly important human factor in any task-based work, whether it be cerebral or manual. As an example, when I write, my mind moves faster than my finger (yes, just one!) over the keyboard. Often, I will find that I never typed the middle part of a sentence since my mind had already jumped to the end of a thought.
Certain tasks require “head down” with an almost laser-like focus on the task at hand. Other tasks require a satellite view. Shifting from one to the other, however, may cause important details to be missed.
Distractions arise not just from how we work, but also from a full range of work processes and environmental factors. Periodically we must stop and ensure that we and our teams are focused on the task at hand. If necessary, the task may need to be reframed.
Lack of Teamwork
Large complex projects are delivered by teams, not individuals. These teams are multidisciplinary in nature and dynamic in composition. Many team-based relationships can be transitory in nature. This contributes to the challenges that human factors bring. Even in recurring tasks, daily context may change necessitating an ongoing assessment of fit-for-purpose. This is perhaps most noticeable in workface planning of construction tasks.
Lack of teamwork can also be affected by a full range of interpersonal issues. Engagement with each and every member of the team on a frequent and, if possible, informal basis can help create commitment and a cooperative esprit de corps.
Fatigue
Fatigue affects project performance during routine as well as exceptional periods. During routine periods, tiredness and loss of energy or focus can result from environmental factors such as extreme temperature or other environmental stresses (sandstorms, monsoons, and infestations). Shift work can interrupt circadian rhythms. Split shifts have shown to not allow an individual to fully recover from overall fatigue.
Exceptional project periods include excessive overtime for extended periods and responses to crises. Studies have shown the significant impact on productivity from extensive project overtime. Impacts relate to both the level of overtime and its duration.
One often overlooked environmental factor is morale. Constant operation in a poor morale environment takes not only a psychological toll, but a physical one. Team dynamics must be monitored and exercised. Empathy is an important leadership and team member skill.
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