Abstract
The focus on improving construction performance has been narrow in many nations using partnering, leanness and supply chain management. This paper asks three practical construction related questions concerning reinventing the wheel across projects, blame culture and continuity of service. In addressing these practical issues, three theories are engaged: organisational learning, emotional intelligence and relationship management. The solutions are enhanced through applying the concepts and, indeed, there is synergy between the concepts. The solutions require investment for the expected return, the theoretical synergy maximising the benefits from the investment. It is argued that such an approach has as much, if not more chance, to yield improvement in construction. The starting point are issues faced in construction and theory is induced through addressing the problems, rather than starting with concepts applied in other sectors and then trying to squeeze them into the construction context.
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