Successful teams in the construction industry

With regard to successful team building, theoretical research has shown, first, that a team passes through five phases in its development. According to Tuckman's phase model of team development these run sequentially, beginning with the first phase of «forming» through to the last of «adjourning». In the first phase, «forming» or orientation, the team is actually put together and a certain lack of orientation still prevails within it, since tasks and roles have not yet been assigned, the team members do not know each other well and find it hard to judge one another. The second phase, «storming» or confrontation, is characterised by conflicts within the team, since as joint project work begins, problems with the work and tasks become apparent. In the third phase, «norming» or reorganisation, the conflicts that previously prevailed are overcome and the team members begin to settle into their working situation. There is open communication in the team and each member accepts and concentrates on their tasks. In the fourth phase, «performing», each team member can identify fully with their tasks, the team develops strong cohesion and can realise its full performance potential. In the fifth phase, «adjourning», the existing team is finally dissolved and the team members move on to a new team.

In order to achieve successful team building and thus the performing phase, in which the team can realise its full potential, various factors play a role. From different theoretical models of team development, four overarching general factors for successful team building can be derived: goals, tasks & roles, communication and relationships. With «goals», points such as commitment, clear formulation and mutually agreed definitions are paramount. With regard to «tasks & roles», taking responsibility, clear distribution and coordination within the team are important. In the category of «communication», transparency and efficiency are decisive; with «relationships» it is clear rules of conduct, mutual appreciation and a positive culture around mistakes.

In order to transfer these general and theoretical factors of successful team development to practical team building in the construction context, Lucas Welter carried out a study in the construction industry on behalf of Vanillaplan, which forms the basis of our findings. In the format of a qualitative data collection, three managing directors, four project managers and three employees from six different trade businesses were interviewed. The four existing categories could be confirmed; thanks to the semi-structured interview format, however, the main categories could each be extended with specific sub-categories.

To the results:

With regard to the factor «goals», the evaluation of the interviews revealed one sub-category, namely what was termed «requirements». Those interviewed repeatedly emphasised that they themselves have no influence over the targets set for them. The scheduling and objectives of the construction project are the client's responsibility, and the client sets the timetable from above.

With the second main category, «tasks & roles», a sub-category also crystallised: «hierarchical distribution». While the primary distribution of tasks takes place during project planning and the team is put together accordingly, within the team, according to those interviewed, the team leader takes charge and assigns their team members their tasks.

With regard to the two categories «goals» and «tasks and roles», it therefore emerges that team members exert influence over them only to a very small degree. Both the goals and timetable and the distribution of tasks are largely decided from above, so that these two categories can be regarded as less decisive for team building.

The category «communication», by contrast, is of great importance according to those interviewed. Where communication is lacking, misunderstandings and thus mistakes quickly arise, or possible changes to the sequence of work on site have to be dealt with. Within «communication», two sub-categories can be formed, namely «exchange» and «transparency». While exchange is more about the direct sharing of information for a smooth process on site, transparency is about the continuous passing on of information to all team members, for example in the form of fixed meetings.

Successful communication is therefore decisive in ensuring, on the one hand, that information is passed on, and on the other that an exchange among team members becomes possible through which individual members can contribute their ideas and opinions and experience a degree of appreciation.

With the fourth main category, «relationships», several aspects play an important role in team building. A further five sub-categories therefore emerge here.

Under «communication culture» it can be summarised that great value is placed in the construction industry on how people treat one another. Because the team members know each other, according to those interviewed they come to work gladly and with higher motivation. Such a communication culture is often supported by the fact that all employees use first names with one another regardless of their position in the company.

The sub-category «dealing with mistakes» already shows that mistakes and the reaction to them are a relevant topic in construction businesses. For many employees it is important that potential mistakes are not followed by negative consequences, but that the attitude prevails that mistakes do not happen on purpose. Treating mistakes as something that naturally occurs in the work process, that can therefore be raised openly and used as an opportunity for the whole team to learn, is also felt to be very positive. A constructive approach to mistakes, and the feeling of not having to fear negative reactions, is desirable from the point of view of those interviewed.

The sub-category «cohesion» makes clear the relevance of mutual support within the team. That concerns both the handling of mistakes just described and mutual help when team members finish their tasks faster or more slowly. According to those interviewed, it can only work in a team if everyone gets on well and supports one another.

The sub-category «collegiality and openness» relates to the tolerance for different characters with different strengths and weaknesses that those interviewed felt to be important. An open, honest exchange about the quality of work done is also of decisive importance in this connection.

As a final category, «after-work culture» emerged. For employees it is an important ritual to sit together after work, to talk about things unrelated to the job and thus to get to know each other better.

Alongside the communication level, then, the relationship level plays a decisive role in successful team building. Treating each other with respect and the openness to tell each other honestly what you think are important prerequisites. Equally decisive is a positive culture around mistakes, that is, dealing with them openly and using them as an opportunity to learn. Since collegiality is a high priority in the construction industry, an after-work culture is extremely beneficial.

In summary it can therefore be said that successful team building in the construction industry is favoured by the following factors: at the level of communication, the mutual exchange of information as well as the transparency of that information are important criteria. At the relationship level, the communication culture within a company is decisive for team building, so that a respectful and familiar way of interacting can develop within the team. Openness is also decisive - both with regard to different characters and to feedback on completed work. Since mistakes are part of everyday working life, how this topic is handled is moreover of particular relevance. A positive culture around mistakes and a constructive way of dealing with them are indispensable here.

In conclusion it can be stated that working in teams is a relevant topic in the construction industry and will remain so in the long term. For this reason our new Vanillaplan teams feature pursues the goal of simplifying teamwork and its coordination and thus making more effective working possible. In this connection the formation of successful teams naturally also plays a role. The factors for successful team development in the construction industry derived from this bachelor's thesis can be regarded as an approach to how teamwork can be shaped in future.