We have all seen Big Rooms. Some are dynamic and exciting. There is open discussion and healthy conflict. By contrast, others are Big Room in space only. People from companies congregate together, instead of cross-functionally. Information is hidden from fear of consequences and lost reputation. Interaction is formal and trust is low. This article, co-authored by Alex Gururajan, Lean Principal Consultant with Haley & Aldrich, and Rebecca Snelling, Vice President, National Lean Director with JE Dunn Construction, answers the question
What makes one Big Room successful while others struggle?
Modern construction involves complex designs from multiple designers that are built by a cohort of trade partners. Effective flow from concept to design to construction involves continuous information exchange, decision making, and robust change management. Everything is connected during construction and establishing strong routines for intentional collaboration is key to success.
We typically set up a Big Room to create an environment where collaboration can flourish and to better manage the project. Similar to command centers, the Big Room provides the desired environment of creativity, transparency, and teamwork. The typical Big Room is filled with visual information on the project goals, trends, and news on the team members. The Big Room comes to life when this information is used for discussion and decision making.
A safe place to contribute, learn, and grow
The Big Room is much more than a physical or virtual gathering space. It is a place where people can collaborate, share information, co-locate if needed, and make decisions. It is a place where people from different companies break from their silos to focus on shared outcomes and objectives. It is ultimately a place where people feel safe in sharing their ideas, successes, and challenges without fear and judgement.
In our experience, it is best to think about the Big Room more as a system than a set of tools. There are three distinct factors that interact to make a big room come alive. These are:
- Mindsets and Behaviors
- Work processes and Structure
- Leadership
It is only when all three are present that a big room truly fulfills its purpose. Let us take a look at these elements in further detail.
Mindsets and Behaviors
The Big Room environment requires mindsets based on lean principles. To work differently, one needs to think differently. Many times, this means a shift from the traditional mental models. These mindsets show up as behaviors in the Big Room.
A common challenge experienced in Big Rooms is when people have gathered without a deep understanding of why. Therefore, bad behaviors from the past continue in the Big Room, leading to poor outcomes. One example is when information is not shared openly or used to further the individual’s goals rather than the team’s. Another is when participants in the big room have to keep communicating with the home office to make decisions.
A few mental models and associated behaviors for Big Rooms to succeed include:
Work Processes and Structure
Big Rooms don’t happen by accident. A successful Big Room is designed to advance work and get stuff done. There is confidence that the tasks assigned are getting accomplished, and that issues are being brought to light quickly and effectively for resolution. The Big Room hums with a palpable sense of energy with people getting together to tackle issues. For this to happen, a set of rigorous processes and structure needs to be in place. Processes and structure provide the framework where mindsets can be applied. Without strong processes, you can have great intentions but will have weak execution.
When setting up a Big Room, some of the more common challenges are when project teams skip building a detailed and aligned plan, and do not spend time figuring out how they will work together. Result is people occupy the big room, but are unsure where the latest information lies, how to get others involved in problem solving, and even which meetings they need to attend. Another example is when the phrase “to collaborate” is misunderstood. Simply put, it means “to work, one with another; cooperate.” Many times, it is confused for “must have everyone involved in everything all the time.” This leads to poor planning of meetings and session attendees, often resulting in frustration, wasted time, efforts and ultimately a higher cost to the project.
Some processes and structures critical for success include:
Leadership
A successful big room requires strong leadership. This leadership is required not only from the “typical” project leaders, but from other project participants as well. On a Lean project, in addition to delivering a project, we should be delivering participants who have grown in skills along the way. A strong leader will act with intention to make sure this happens.
A Big Room is populated by people who are all striving towards a common goal under dynamic and often difficult circumstances. There is pressure to execute, high emotions, constant changes, and inevitably conflict or frustration arises. This is normal for any team. The failure happens when leadership fails to act.
Some examples of good leadership seen in successful Big Rooms:
Move to Virtual
Over the last 6 months we have begun to learn how to translate many of these ideas into a virtual world. However, the ideas rarely translate 1:1. We find ourselves needing to bolster and reinforce lean principles. Processes have to adapt. In particular, mindsets and behaviors need reinforcement. It is so much easier for people to create stories in their heads and fall back into traditional project mode when they are only logging into virtual sessions and not sharing the same physical space. Some tips we have found helpful are:
- All team members turn cameras on during calls
- Create intentional breakout discussions before, during, and after the meetings to foster/replicate the chit-chat and networking that happens in physical Big Rooms.
- Have virtual social outings and remember to include breakout rooms. A 20-person virtual social outing without breakout rooms only allows 1 person to talk at a time.
- Plan some “work time” where people are virtually connected but doing work at their desk. This can mimic co-location and adds the benefit of being able to look up and ask someone a quick question.
- Have planned routines and structure, make sure everyone who needs to be participating is included. Also plan for quiet work time.
These items are not intended to be all-inclusive and are only the tip of the iceberg. There are many great resources available on virtual collaboration and virtual teams (some are provided at the end). Mindsets, processes, and leadership are even more relevant in this evolving and dynamic space.
Summary
Together Alex and Rebecca have over 20 years of experience working with teams in a variety of Big Room settings. They have firsthand experience in applying lean principles through an assortment of tools and processes. They have seen successes, and experienced even more challenges and lessons learned. They are both firm believers that working together produces better results and offer this shared post as a testament.
All Big Rooms require attention and nurturing, and challenges will have to be met and overcome. Mindfulness on the real intent of a Big Room will keep us centered and help identify gaps. An experienced coach can be instrumental in helping build and sustain good behaviors. Leaders making expectations clear will help people find ways to support the intent. And team members taking ownership of the vision and “their space”, can shape a positive and energetic work environment.
The Big Room is about the room, and so much more. It is a place that helps and enables us to do the work. It is a place that challenges us to continuously do better. And finally, it is a place to feel valued, and to learn.
Further Reading
How to overcome common virtual meeting challenges
What it takes to run a great virtual meeting
The science behind managing virtual teams
How to foster psychological safety in virtual meetings
Alex is a Senior Consultant with Haley & Aldrich. Alex has a track record of successfully leading lean transformations that get results while building capability. He is enthusiastic about building cultures of excellence and has guided companies across numerous industries, including Manufacturing, Financial Services, and Design & Construction. He focuses on instilling operating systems that drive value year over year while putting humanity back in the workplace. Alex has a passion for change, practical problem solving and creating conditions for people to be at their best.
Rebecca Snelling, owner of RS Consulting, coaches people, teams and organizations on leadership and Lean Transformation with an emphasis on advancing culture. She started in the construction industry in 1996 and began coaching companies and teams in 2006 with a focus on applying Lean principles in various organizations and project types. She works with owners, architects, contractors, engineers and trade partners, as well as full project delivery teams. She coaches leaders at all levels to integrate lean thinking into their organization and develops Lean Coaches to effectively facilitate, train and coach others implementing lean practices and behaviors.
She has been actively involved in the Lean Construction Institute (LCI) since 2008 and is a contributing author of both LCI books: Transforming Design and Construction, a Framework for Change, and Target Value Delivery: Practitioner Guidebook to Implementation. Rebecca is the Chair of the LCI Board of Directors and sits on the Board for the Center for Innovation in the Design and Construction Industry (CIDCI).
