![]() Some misunderstandings result in rework, which could range from simply replacing a few lights to breaking up an entire concrete slab and performing a new pour. Both result in lower performance and higher worker turnover. Managers may not understand employee needs. They just can’t hear over the jobsite noiseĮmployees may misread management decisions or react differently than expected.They don’t feel comfortable to speak up about jobsite issues.You don’t give them a chance to ask questions.They are confused but don’t want to ask questions.Your team is disengagedĬan you tell how many workers are actually listening during those daily field crew meetings? If you don’t immediately capture their attention, they disengage until it appears you are finished. There must be one streamlined method of communication that is updated with project information in real time for all to see or these one-off methods of communications become more harmful than helpful to project success. To combat this, everyone should have real time access to documents where comments and revisions can be made and viewed by all. Soon collaboration falls apart and everyone works in silos, isolated from others. ![]() One group has one mandate, and that puts another out of the loop. Private group communications also limit access to information and create silos of activity and information. While email, voicemail, and texting have simplified communications in some ways, these activities have caused communications to become fragmented in others. The crane operator may then decide that it isn’t worth asking you and report you to OSHA. If the crane operator says people are ignoring the “no-walk” signs and you say you will look into it, someone can get hurt if you don’t follow up on the issue quickly. Everyone ends up waiting around and wasting time. If you don’t tell the site supervisor about the delay in transport for the remaining steel panels, the supervisor can’t reschedule workers to come at another time or work on another area. You will lose an important element of the line of communication within your group and on the jobsite, which could lead to unreported conditions or ad hoc solutions created outside of the process. If you say you will look into something and never follow up, workers may stop coming to you.Ĭommunication requires a level of trust if you state you will take action and fail to do so, you are breaking that trust. If you don’t tell workers about an issue before it happens, they can’t be proactive. Here are some common communication mishaps found on jobsites: Delayed Notifications or Follow-up According to Andrew Dainty’s Communication in Construction book, high levels of communication are needed to, achieve coordinated results, manage activity, motivate your workers and understand what needs to be done.Īs a contractor, if you are not meeting these goals, you need to determine where communication is breaking down and potentially endangering the project. The construction industry has established processes for communication over the years, but the various groups involved on a construction site come and go at different times and often have different priorities.Įffective communication is critical for collaborative work. When the jobsite feels chaotic and disorganized, you can probably pin the blame on this likely culprit -miscommunication.įailure to communicate can ultimately lead to serious jobsite accidents, project rework, and workforce challenges.
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