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Mapping stakeholders' cultural learning in the hospital briefing process

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  • Venny Chandra
  • Martin Loosemore

Abstract

In the context of a major hospital redevelopment project, briefing is conceived as an organic and cyclical process of cultural learning whereby project and hospital representatives gradually converge upon a shared meaning of each other's values, beliefs and needs over time. Using a comparative cause mapping that draws on a case study approach and interviews, it was found that the clinicians' understanding of the key cultural concepts differed significantly from all other groups and that clinicians' ability to influence hospital design outcomes is constrained by their relative social marginalization in the briefing process. It follows that hospital facilities would better meet client needs if the briefing process is managed as a process through which project participants interact to socially construct a common understanding of project objectives and requirements; and if knowledge about facility requirements is not merely 'given' information but is the result of cultural learning involving social processes among the briefing participants.

Suggested Citation

  • Venny Chandra & Martin Loosemore, 2010. "Mapping stakeholders' cultural learning in the hospital briefing process," Construction Management and Economics, Taylor & Francis Journals, vol. 28(7), pages 761-769.
    • Handle: RePEc:taf:conmgt:v:28:y:2010:i:7:p:761-769
    DOI: 10.1080/01446191003758163
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