The link between Human-Centric Change Management and Behavioural Dynamics for Construction Industry

This project outlines a pioneering research initiative designed to develop a human-centric change management model specifically tailored for the construction industry. The heart of this research is an experimental framework that tests the model's effectiveness in managing organisational change more effectively than traditional, ad-hoc strategies.

The experimental component comprises two simulation rounds, each designed to mirror real-world organisational changes. In the first simulation, participants will experience change without the aid of structured protocols, mirroring conventional spontaneous approaches. This simulation serves to establish a baseline by assessing the natural tendencies and resourcefulness of individuals in response to change. The second simulation, however, is pivotal as it implements the newly developed change management model. Participants in this phase will engage with a comprehensive framework aimed at facilitating effective navigation through change.

Central to the proposed model is the strategic integration of behavioural insights, drawn from empirical studies and theoretical constructs, that enhance understanding of human interactions and responses during transitions.

The core experiment – through controlled simulations – will meticulously analyse behavioural responses from both scenarios to assess the impact of the model on decision-making processes. Additionally, the research aims to evaluate how well the model enhances the adaptability and resilience of construction teams as they undergo these orchestrated changes.