Culture and behaviour

DURF 1
Effecting cultural change
Integrated neighbourhood development in Hellevoetsluis
What the Cabinet wants to achieve,
weve already done
Communicative Risk Management during
reconstruction of A2
Everyone was eager to break the deadlock
Lessons
Do or dont
Sandra Schruijer, professor of organisational psychology
at Utrecht University
Culture is learnt behaviour
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7
Culture is the product of behaviour. It is some-
thing we acquire. It develops in a specific environ-
ment; within a company, team or department.
Or within a group of organisations that have to
work together. Because behavioural change trig-
gers cultural change, we need to focus on how
new behaviour develops. This happens when the
environment changes, when you place people in
surroundings that are new to them or when they
decide of their own free will to display a different
kind of behaviour.
Unfamiliar
Dont be fooled into thinking that
this happens automatically. If you have to learn
something new, it usually also means you have
to unlearn something else. Add to that the fact
that this new element is - though available -
still unfamiliar and therefore often rather risky,
and you have a recipe for stagnation. Take the
introduction of the Building Information Model
(BIM), for example. Or the Tendering Guidelines,
the construction game Link, the Project Startup
(PSU) manual, the Communicating about Risks
tool and the Tendering Procedure Consultations.
PSIBouwnetwerk developed these and everyone
supports their potential but who truly implements
or enforces them?
Breaking through the persistent lethargy in the
construction sector requires patience. Resistance
DURF 1-1
Introduction to the theme
Effecting cultural change
Over the past few years, an ever clearer picture has developed
about the direction the construction sector should be taking. More
value provision, better collaboration, greater professionalism,
more attention to consumers and clients, service provision and
consequently a more enjoyable working environment. There are
countless tools - in varying degrees of suitability - to help achieve
these goals. Enthusiasm and ambition also exist, though not across
the board. This is because word and deed are separated by the
persistent old culture, which cannot be changed at a whim.
exists because of the fact that the new behaviour
clashes with the relative comfort of the prevalent
culture and the convenience of what already ex-
ists. The sector is not known for its strong market
dynamics, where technological changes and alter-
nating preferences of purchasers ensure dramatic
changes
1
. But some changes are taking place.
Mutual trust, which is crucial for collaboration
and the exploration of new terrains
2
, is making a
comeback: commissioning parties come up with
new forms of tendering procedures, which create
room for innovative solutions. Stichting Bouwre-
flectie is starting to gain momentum in its role as
mediator in imminent conflict between commis-
sioning parties and contractors. Integrity is also
being taken more seriously as a fully-fledged part
of the operations. The key players have adopted a
code of conduct that will play a significant role in
improving the relations between commissioning
parties and contractors. And if trust is generated
through ethical behaviour, then that also creates
8
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room for learning new things. The focus then
shifts gradually from the development of knowl-
edge to the active implementation of it.
Choice
It all boils down to the fact that behav-
ioural change can take place at any time. It is a
choice; often a personal one. You can choose to
embrace it at any time and if at first you dont
succeed, you can simply try again tomorrow.
Take for example what happened in terms of risk
management in the A2 project in Hellevoetsluis
(chapter 2). It is often a case of two steps forward,
one step back. It is with good reason that we
call one of our most popular publications Lef
(grit). Because that is what it is really all about.
The lessons learnt (chapter 3) show that those
who take the step need support and encourage-
ment from all sides. The heads of organisations
in particular can be expected to put their money
where there mouth is and constantly reaffirm to
all echelons of the organisation the wisdom of the
decision, even when things fail to go according
to plan. And things often fail to go according to
plan: behavioural change means you no longer do
what others would expect from you. This creates
uncertainty (Will I be able to do what is expected
of me?) which results in a social inaptitude of
sorts. This also happens on the smallest scale:
between people, at their department, within their
construction team, project team, management
team. Precision, attention, not shying away from
confrontation, in order to gain clarity. That is what
it is all about then.
Niches
A lot of aspects have gained momentum
over the past four years, mainly on the project
and organisational level, but also to an increasing
extent between organisations. Albeit in a limited
number of places, in niches, as they are called in
marketing jargon. PSIBouw has personally intro-
duced or supported these niches in the past four
years. Based on insights gained from research,
help was offered in order to establish collaboration
processes from a new viewpoint (with new contract
forms and new communication tools). In order to
set to work actively on integrity policy. To practise
the compilation of a team of which the members
show confidence in one anothers undertakings and
are able to call one another to account on undesir-
able behaviour. To use game simulations to demon-
strate, in a safe environment, the qualms and their
consequences. Those who want to can also set to
work on the issue. But not everyone is ready for
this something more is needed.
Pressure
Firstly, the pressure from outside can
increase. For example if politicians start fuss-
ing over the sector, or when the economy takes a
turn for the worse. Or when consumers and users
stop supporting businesses that perform poorly
or disinterested service providers, as a means of
expressing their dissatisfaction. Energy prices can
also serve as a catalyst for new behaviour. Nor is
it inconceivable that suppliers, who are naturally
more sensitive to clients feelings than construc-
tion firms are, forge alliances that more or less
force the executing part of the construction sector
to become more attuned to their customers. But it
is better not to sit and wait for this to happen.
Will
The second line is that of personal will. A
motto often heard in recent years is: Cultural
change? Go for it. Nothing wrong with that, except
that the motto could easily turn into a meaningless
clich. For that reason, we should stop using big
words to describe the cultural change and the
behaviour of the construction sector. Because
it makes the issue so abstract and disconnected
that it turns into a gaping void into which many an
innovative ambition has fallen. It seems that it is
only through immense dedication and attention
that successful practical projects of PSIBouw can
deliver what has now been realised. After all, one
swallow does not makes a summer. Old habits tend
to rear their heads again as soon as the novelty of
the new has worn off. As far as behaviour is con-
cerned, you actually only achieve long-term change
when there are indications of strong personal will
and perseverance among those people involved.
Vision, passion, discipline and conscience. Easy to
encourage and observe through an innovation pro-
gramme. Easy to demonstrate to others the lessons
learnt. Who subsequently have their own process
to experience, namely that change, the learning of
new things, can definitely start off with ow! but
can also lead to wow.
Generations
Looking at the PSIBouw situation
again, we see that its actually a lot more about
tracking down and supporting niches on the
project, company and sector level - experimental
and otherwise. And at the same time, upgrading
what people have learnt to a place where others
can reap the benefits as well. Another important
new insight (gained both within and outside PSI-
Bouw) is that every generation is a new generation
3
.
A new generation is constantly entering the work
floor, which causes all other generations to shift up
a level. And each generation, including those that
have shifted up, wants to improve the new situa-
tion in which they find themselves. And hey presto:
a positive and practical common denominator for
cultural renewal in the building sector. <
1
U. Glunk, R. Olie: Cultuur, samenwerking en innovatie in
de bouw, Gouda 2008
2
F. Pries: Jong geleerd, oud gedaan?!, Utrecht 2008
3
A.C. Bontekoning, Generaties in organisaties, Amsterdam 2008
Integrated neighbourhood development in Hellevoetsluis
What the Cabinet wants
Local residents who share the responsibility with the contractor for
the redevelopment and the management of public spaces, while the
local council limits itself to the role of coordinator. Such a role division
requires a dramatic cultural switch from all parties involved.
The local council of Hellevoetsluis accepted the challenge and
launched a pilot project in collaboration with contractors and
residents in Vogelwijk, a traditional neighbourhood established in
the 1960s. The project has since developed into one of the showpieces
of the PSIBouw programme.
DURF 1-2
Experiences
Some five years after the launch, project leader
Hans Lievense of the Netherlands Organization
for Applied Scientific Research (TNO) looks back
with satisfaction on the most intensive project of
his career. Charged with the day-to-day coordina-
tion of the process, he was closely involved in the
Vogelbuurt experiment from day one. Everything
came together in Hellevoetsluis. The local council
wanted to experiment with an integrated approach
to public spaces and concentrate on a new role as
coordinator. The aim was to create value: using
fewer resources to achieve more, by tapping the
expertise of market parties and taking the wishes
of residents as the basis. An important consid-
eration in that regard was cost control. Different
phases and disciplines usually required their
own tendering procedures. But now it involved a
tendering procedure that would span 20 years and
include both the redevelopment and the manage-
ment of the public spaces. Based on the cost sav-
ing forecast, the estimated sum could be reduced
by 15 percent. A building consortium interested in
long-term involvement in such a project was found
in BTL-Vibor. As a knowledge institute, TNO is of
course always interested in new developments.
PSIBouw was also eager to support the experi-
ment. To steer the cultural change in the desired
direction, the organisers enlisted the help of
Niels Noorderhaven, Behavioural Scientist at the
University of Tilburg and a member of the Core
Scientific Team at PSIBouw.
Vogelbuurt
Local councils, market parties and
experts found each other and, after an explora-
tory phase, decided to set to work together. Next
in turn were the residents. It was agreed that
the experiment would be conducted on Vogel-
to achieve, weve already done
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buurt, a redevelopment neighbourhood that was
established in the 1960s and home to at least
14 different cultures. Hans Lievense still recalls
vividly the first meeting with a consultative group
of some 40 critical local residents. The residents
arrived with a huge dose of deep-seated mis-
trust. And when they learnt that they were also
expected to contribute to the management, they
were convinced they were being roped in as cheap
labour. But their initial scepticism quickly turned
to enthusiasm when the project development took
off and they realised that their input was being
taken seriously.
Cultural turnaround
The new approach meant a
dramatic role change for all parties involved. The
residents however were the ones who under-
went the greatest change, according to Hans
Lievense. You could truly see them grow during
the process. And the best part is that the sense of
community has been restored. Residents are once
again proud of their neighbourhood. There is more
contact between the various cultures. A major
catalyst in that regard was the intercultural neigh-
bourhood festival that the residents had organised
themselves. When I saw that, I thought: Minister
Vogelaar, what you want to achieve, we have al-
ready done. Residents can do more than you think
and the success of the experiment is largely owed
to them, concludes Hans Lievense. Without selling
the other parties short, of course. The local coun-
cil showed mettle and enthusiasm in attempting
such an experiment. Two similar projects have
since been launched in other neighbourhoods.
The knowledge and expertise and the motiva-
tion of the market parties, in particular are also
important factors for success. The objectives con-
cerning value creation were also achieved. People
are happier with their neighbourhood. And traffic
safety has improved.
Problems are reported sooner because people are
now confident that these will actually be resolved.
The residents are their own driving force. After
four intensive years, Im noticing that my role as
process supervisor is increasingly changing to
that of follower, which of course is exactly what is
supposed to happen.
Hans Lievense:
Residents can do more than you think.
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Communicative Risk Management (CRM) was
developed by the Dutch Network and Knowledge
Organisation on Risk Management (Risnet). Risnet
supports the construction sector through its
development trajectory entitled IRIS (Integration
of Risk Management in Collaboration Processes)
in order to arrive at an improved building process
through a joint approach to risks. Such a joint
approach is not yet visible in everyday building
practice, according to Risnet. Marco Heres, Risk
Manager at the Directorate-Generals Construc-
tion Service, agrees: The parliamentary inquiry
has led to artificial working relations between
commissioning parties and contractors. On the
one hand, all parties are well aware that things
need to be done differently, but on the other hand
there is still a lack of openness, which makes
people reluctant to share risks.
Stalemate
Initially, the reconstruction of the
A2 was only scheduled for completion in 2012.
But that was too late for other activities to be
launched, for example, on the A1. By coming to
clear agreements with the contracting parties,
it was possible to reduce the timeframe by two
years, explains Marco Heres. This acceleration
was also desirable because it meant that the
problem of road congestion on that trajectory
could be tackled three years sooner. However,
both parties believed that the collaboration was
slow to get off the ground. The contractors felt
that there was too much emphasis on follow-
ing the agreed procedures and too little on the
challenges that emerged in the course of the
project. The commissioning party felt that the
contractors were too quick to resort to solutions
that went against the contract. But the parties did
agree on one thing: everyone was eager to break
the deadlock. This resulted in the introduction of
Communicative Risk Management during A2 reconstruction
Everyone was eager
There is literally no way around it for motorists between Amsterdam
and Utrecht: the broadening of this section of the motorway into two
sets of five lanes, and the construction of a tunnel are in full swing.
This is the Netherlands largest road construction project to date
and the often complicated activities are carried out according to a
strict schedule. This can only be achieved through close collaboration
between commissioning party and contractor. To support the
collaboration process, the Directorate-General for Public Works
and Water Management has decided to apply Communicative Risk
Management. The project formed part of the A2 Covenant, which
was also signed by the Association of Consulting Engineers of
the Netherlands, Bouwend Nederland and PSIBouw.
Serious talks
The process of learning a different
way of interacting with one another went in fits
and starts, Niels Noorderhaven concludes in turn.
This is true for the relations between the local
council and the building consortium, for exam-
ple. It took a few serious talks to get everyones
expectations in line again. The same holds true for
the residents: members of the consultative group
sometimes still tend to shift the responsibility onto
the shoulders of the local council or the building
consortium. If you take a decision together, you
also need to give it your full support. This is dif-
ficult at times, because things never go exactly the
way you and your neighbours would have liked. <
to break the deadlock
13
CRM within the A2 Amsterdam-Utrecht project
team. Around the summer of 2007, the first steps
were taken towards implementing CRM within a
traditional RAW plan and a Design & Construct
contract for the construction of the Leidsche Rijn
tunnel. In the case of the latter type of contract,
we as commissioning party only assess the criti-
cal processes. At first, it took a lot of effort from
people to get used to this new approach, Heres
recalls.
Working method
It was decided to start with
the managers, since they would be the ones
spearheading this new working method. Heres:
Preliminary talks were first held with the project
manager and contract manager of the Directo-
rate-General and then with the director/project
manager and the project leader of the building
consortium. Following that, a clear-cut action
list was drafted on the basis of the outcomes of a
joint meeting. External consultant Christiaan de
Vries facilitated the meetings between the various
joint venture partners. An independent party is an
absolute must in the application of CRM, accord-
ing to Marco Heres. Because this party has no
interest in the outcome, people are more willing to
raise and discuss issues. Christiaans questioning
technique managed to create an environment in
which even the most inflexible of persons became
willing to venture a risk. This was also reflected
in practical terms in the realisation of the above-
ground tunnel, the partial roofing of the A2 with
the intention of linking the centre of Utrecht with
the new Leidsche Rijn district. The project was not
without risk, given the many technical structures
required for the tunnel. The preliminary design
included about 20 crucial decisions at various
stages. We are currently tackling a number of
issues through close collaboration with all of the
relevant specialists.
Everyone within the A2 covenant team is con-
vinced of the value and necessity of CRM. This
also emerged during the assessment. It is, how-
ever, important to continue practising the skills
acquired, says Marco Heres. One of the pitfalls
is that we might become overwhelmed by the
Technological Age, and then people tend to revert
to automatic pilot again. Persistent implementa-
tion of the new working method turned out to be
harder than I expected, but I still support it one
hundred percent. <
Future of the A2 near Breukelen
What is CRM?
Communicative Risk Management is an addition to all kinds of risk
management. It makes the risks explicit and exposes the actions
necessary to decrease the risks. All parties concerned will become
owner of the risks, after which clear settlements can be made
about the responsibilities.
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Wherever new - and therefore unfamiliar - be-
haviour is first put into practice, it is vital that the
leaders of the organisation or project endorse
this. In other words: provide support where you
see impasse (allow to fall and help to get up), of-
fer encouragement where you see hesitation and
constantly reaffirm the wisdom of the decision to
attempt new behaviour.
Hundreds of people were involved in the practical projects of
PSIBouw. We asked a number of these people about their most
important lessons: what they have learnt and what advice they would
like to give to others who want to get started too. We made a selection
from the dozens of examples heard at the various meetings.
DURF 1-3
Lessons
You can change because you have to or because
you want to. But want to has proven to be bet-
ter than have to. This desire is born of passion
and vision. And it is sustained by perseverance,
discipline and communication. A keen ear is the
most important instrument in this sense, in other
words: listen, summarise and keep asking ques-
tions.
If the substantive progress falters, ask yourself
the following: why is it faltering, who contributes
to this and to which degree, what is the effect of
one persons behaviour on another persons be-
haviour, and the key question: what does it mean
for the manner in which we aim to achieve our
goal together?
Do or dont
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When a substantive or other problem arises, we
have a strong tendency to turn it into a totem pole.
Everyone is fixated on the problem (or hides be-
hind it to avoid having to get into action or so they
can remain invisible). If a problem has this effect,
external interventions are usually highly effective.

New behaviour means that you create time and
space to study the interplay between the different
interests. That requires: clarifying which interests
are relevant and how they relate to each other and
then giving your full cooperation.
Trying out new behaviour also means: everyone
pledging to learn and take stock at regular inter-
vals (what went well, what have we left behind us,
of what do we still need to let go?).
If all our collaborative and other efforts are fur-
thermore given the label of we are learning then
a new - joint - interest develops. This increases
the level of commitment and results in greater
work enjoyment and higher quality in terms of the
working procedures, products and service.

Major milestones are important, but so are seem-
ingly small, personal achievements; a compliment
for a step taken or results achieved inspires the
person who experiments and searches.

Stop talking about culture in the general sense.
There is always a carrier underneath that en-
courages this alternative behaviour or makes it
essential, resulting in a different culture. Such a
carrier can take the form of a covenant (A2), or
a new building concept (LBC), or even a certain
expectation from the top level of the organisation
(accelerated construction stage). <
Personal contact works and a network works.
But a network can also exclude.
You need exceptions
to achieve change.
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DURF 1-4
Reflection
Schruijer starts the conversation by remarking
that we owe the popularity of the concept of
organisational culture since the 1970s to Japan.
Anthropologists elaborated on the phenomenon on
behalf of organisational scientists and managers.
The culture of an organisation is actually no more
and no less than learnt behaviour, according to
Schruijer. If something is successful, it will be
replicated again and again. You can see it as never
change a winning team, she explains, adding that
behaviour that is punished will simply disappear
from the repertoire.
Change, she says, will only become truly necessa-
ry if the outside pressure to do so increases. And
thats what we see happening in the construction
sector. The innovations that are set in motion
require a different way of working and a different
Sandra Schruijer, professor of organisational psychology at Utrecht University
Culture is
The human side is often neglected during processes of change. And if
people fail to see the purpose of the change or start feeling uncertain
because they cannot see exactly what the consequences will be for
their job, then you are clearly on the wrong track. Of course theyll
dig in their heels then, says Professor Sandra Schruijer, who also
lectures at the Utrecht School of Governance at Utrecht University.
approach to the tendering process or the way we
collaborate with one another. Such a behavioural
change will only become embedded the moment
repetition proves it to be successful.
Issue
Schruijer admits that she identifies with
the lessons described in chapter 3. The terms
culture, behaviour and collaboration seem to be
an issue in the construction sector at present.
The need to collaborate is possibly the sectors
greatest challenge at the moment. And of course,
some parties find collaboration daunting. You
suddenly have another party to consider and that
can be perceived as threatening. Thats natural,
People arent as much
opposed to change as the
alleged consequences of
change, according to
Sandra Schruijer.
learnt behaviour
17
because the profits have to be shared and own
interests play a role, too.
A smile appears of the professors face as she
continues: Looking after your own interests is hu-
man. If one of us had to fall into the lake I would
genuinely prefer it happen to you rather than me.
According to her, this illustrates the essence of
collaboration, which often goes in fits and starts.
With the direct result, she continues in the same
breath, that the participants revert back to their
old behaviour. Behaviour that they acquired on the
basis of the fact that the old approach passed on
to them had always been effective.
Friends
So the bottom line is to work hard at
creating conditions that make for successful col-
laboration. Create conditions that will generate
trust, for instance. You often see people appro-
aching teambuilding with the idea that everyone
has to become friends. And to become friends, you
also need to get to know each other on a private
Schruijer does however point out the importance
of the development of insight into the social and
psychological dynamics of the collaboration.
Schruijer: You can use simulations, for example,
to illustrate the complexity of collaborating and to
make the participants aware of their own role in
it. I make use of the simulation game called The
Yacht Club. A case where the dockyard finds itself
in trouble. Each of the participants represents
a different party, seven in total. You always see
stereotypical opinions of the other parties develop
in no time. About who they are and what it is they
truly want. The simulation takes two days, with
the second day devoted to discussing the actions
of the parties. It provides insight into how group
processes can develop and how these can have a
positive or negative impact on the team efforts.
Understanding
A new way of working means
that employees in particular are drawn into the
processes of change. Unfortunately, Schruijer has
Sandra Schruijer:
The terms culture, behaviour and collaboration
seem to be an issue
in the construction sector at present.
level. Im against that kind of nonsense. You truly
dont need to share your private lives to be able
to trust each other. Just like trust cannot simply
materialise out of the blue. You cannot expect the
parties in a joint venture to fully speak their minds
on the very first day. Nor would any participant
in the collaboration do so. Trust and especially
mutual trust has to develop and that takes time.
But every time one party meets the expectations
of the other, this trust is confirmed and further
reinforced.
seen it go wrong on this level especially. Not only
in the construction sector, but also in other indus-
tries you often see the human side being unde-
restimated. A change was thought up in the upper
echelons of the company and then introduced as
new policy regardless. But it is important to start
by creating motivation for change. Without that,
resistance can quickly set in. Understandably so,
because if someone tells me that I have to change,
then Id want to know why. People arent as much
opposed to change as the alleged consequences
of change. In brief: help people understand why
the change is necessary and make it possible for
them grasp and discuss the consequences. <
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