Overview

The research set out to understand how behaviours and workplace culture influence performance across the construction industry, drawing on a systematic evidence review and insights from nearly 600 employers, employees and behavioural experts. Its core aim was to identify the cultural and behavioural factors that affect quality, safety, productivity and collaboration — and to highlight where change is needed to improve outcomes.

Key findings show that transactional and inertia-led cultures are a major cause of negative performance behaviours, with many organisations reporting pressures that force compromises on quality and communication. 40% of employees and 19% of employers admitted compromising on quality due to time and budget pressures. Employees also reported negative behaviours more frequently than managers, pointing to blind spots in leadership awareness. The evidence underscores that stronger behavioural skills, better communication norms, and more collaborative cultures can significantly improve performance across projects and organisations.

Next steps

Improving construction performance will require industry-wide leadership to foster cultures built on openness, collaboration, trust and a shared commitment to quality. The research highlights three priorities for meaningful progress:

• Establishing a common language for human factors in construction training

• Valuing and increasing the uptake of behavioural and interpersonal skills training

• Embedding routine investment in organisational culture and values

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