Enabling construction innovation: the role of a no-blame culture as a collaboration behavioural driver in project alliances

Beverley M. Lloyd-walker, Anthony John Mills and Derek H.T. Walker

Construction Management and Economics, 2014, vol. 32, issue 3, 229-245

Abstract: A no-blame culture is widely accepted as a collaboration driver yet we see surprisingly scant literature on the theoretical underpinnings for the construction and project management context. A no-blame culture in project alliances, as conducted in Australasia, promotes innovative thinking in action. Innovation is dependent upon collaboration and true collaboration is inextricably linked with behavioural drivers. Foremost of these is a culture of openness and willingness to share the pain and gain from experimentation, one that requires that collaborators be protected from the threat of being blamed and held accountable for experimental failure. The Australasian project alliance procurement form has a unique 'no-blame' behavioural contract clause that can result in the type of breakthrough thinking crucial in developing a collaborative culture where innovation can evolve through a process of trial and error.

Date: 2014
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DOI: 10.1080/01446193.2014.892629

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