ABSTRACT
Whilst the designer is charged with the initial creative art of invention, it is the design team which should, theoretically, be responsible for an innovative design. Design team members interact; their relationships with one another figure greatly in the process and production of specific briefs. Organisational and group participation, in the fulfilment of a specific brief by the individuals who make-up the design team, can affect performance, the innovative process, and the efficiency of a specific product. In a more universal sense, participation levels in the achievement of a common objective in a technologically complex process can determine, to a large extent, the efficiency of industry.
If affective participation is sought to improve efficiency levels in the organisation, motivational mechanisms (such as ego involvement; increased identification with colleagues and the organisation; trust and overarching goal acceptance) which are inseparable from group mentality, require to be addressed. Specialist building knowledge must compliment recognition that fulfilment of professional potential is to be found in combining particular skills in a participative design team. This paper presents findings from a recent attitude scale of the construction professions and seeks to assess the process of organisational participation in the construction design team, through an appraisal of the values, expectations and attitudes of organisational members.
On confie au dessinateur le premier acte createur mais c’est le role de l’equipe de recherche d’assumer la responsabilite du pro jet de conception. L’echange d’idees entre les membres de l’equipe et les rapports entre eux contribuent en grande mesure au processus et a la production asssocies a un projet de recherche. Le travail en groupe et la facon dont cette participation s’organise pour mener a bien un projet, peuvent influencer le bon fonctionnement, le processus innovateur et l’efficacite du produit. Quand il s’agit d’un processus technologique complexe, le niveau de participation dans la realisation d’un objectif commun peut en grande mesure decider de l’efficacite de l’industrie.
Si on vise une participation active pour ameliorer la performance, il faut mettre en place des mechanismes de motivation etroitement lies a la mentalite du groupe. On peut realiser le potentiel professionnel des membres de l’equipe en faisant appel a leurs competences diverses. Cet article presente les resultats d’un sondage mesurant les attitudes dans le secteur de construction et cherche a evaluer le processus de participation au niveau
