{"id":80052,"date":"2021-08-24T03:01:04","date_gmt":"2021-08-24T01:01:04","guid":{"rendered":"https:\/\/blog.bluebeam.com\/se\/?p=80052"},"modified":"2021-08-23T09:34:26","modified_gmt":"2021-08-23T07:34:26","slug":"soft-skills-construction-leadership","status":"publish","type":"post","link":"https:\/\/blog.bluebeam.com\/se\/soft-skills-construction-leadership\/","title":{"rendered":"Hur \u201dmjuka f\u00e4rdigheter\u201d kan omvandla byggbranschens ledarskap"},"content":{"rendered":"\n

Illustration av Dalbert Vilarino<\/em><\/p>\n\n\n\n

En byggarbetsplats kan vara f\u00f6r\u00e4nderlig och kaotisk. Dagsschemat \u00e4r i st\u00e4ndig f\u00f6r\u00e4ndring och \u00e4r beroende av bra v\u00e4der, att material levereras i tid och en hel arm\u00e9 av underleverant\u00f6rer som arbetar separat men \u00e4nd\u00e5 tillsammans och i vanskliga situationer.<\/p>\n\n\n\n

\u201dI en perfekt v\u00e4rld fungerar det som en v\u00e4loljad maskin\u201d, s\u00e4ger Chad Czerwinski, platschef p\u00e5 Pepper Construction Group i Illinois. Men s\u00e5 blir det inte alltid. Misstag g\u00f6rs, bollar tappas och med tanke p\u00e5 hur mycket pengar som st\u00e5r p\u00e5 spel bubblar konflikter upp till ytan. \u201dEn av de sv\u00e5raste sakerna \u00e4r helt enkelt att f\u00e5 alla att leka sn\u00e4llt i sandl\u00e5dan\u201d, s\u00e4ger Chad.<\/p>\n\n\n\n

Och om det uppst\u00e5r dagligt gnabb, eller om l\u00e5ngvariga fejder dr\u00f6jer sig kvar, kan de d\u00e4r mellanm\u00e4nskliga konflikterna ofta bli till n\u00e5got mer \u00e4n bara sm\u00e5 irritationsmoment. De kan leda till olyckor, minskad produktivitet, fr\u00e5nvaro, h\u00f6g personaloms\u00e4ttning och i vissa fall \u00e4ven dyra r\u00e4ttstvister och f\u00f6rlikning.<\/p>\n\n\n\n

Alla meningsskiljaktigheter g\u00e5r inte att undvika. Men det g\u00e5r att mota m\u00e5nga av dem i grind om man som ledare visar prov p\u00e5 mjuka f\u00e4rdigheter, som f\u00f6rm\u00e5gan att lyssna och samarbeta, och att skapa en kultur som uppmuntrar samarbete.<\/p>\n\n\n\n

\u201dKonflikter mellan m\u00e4nniskor p\u00e5verkar allt \u2013 inte bara de som \u00e4r inblandade i konflikten, utan ocks\u00e5 andra som dras in\u201d, s\u00e4ger Kimberly Prescott, vd och grundare av Prescott HR<\/a>, en personalr\u00e5dgivningsfirma i Maryland. \u201dDet blir en sn\u00f6bollseffekt.\u201d<\/p>\n\n\n\n

Hur problem blir till tvister<\/strong><\/h3>\n\n\n\n

Br\u00e5k p\u00e5 arbetsplatsen kostar mycket pengar, oavsett bransch. I en rapport fr\u00e5n CCP Global Human Capital<\/a> uppskattades amerikanska arbetsgivares kostnader f\u00f6r konflikthantering under 2008 uppg\u00e5 till 359 miljarder US-dollar (drygt 3 biljoner kronor). Detsamma g\u00e4ller i byggbranschen, enligt en rapport<\/a> av Julie L. Brockman, docent vid School of Human Resources and Labor Relations p\u00e5 Michigan State University.<\/p>\n\n\n\n

Brockman har analyserat 41 konflikter p\u00e5 byggarbetsplatser och funnit att den genomsnittliga kostnaden f\u00f6r varje h\u00e4ndelse uppgick till n\u00e4stan 11 000 dollar (drygt 90 000 kronor) och kr\u00e4vde i genomsnitt 161 timmar, eller ungef\u00e4r 20 arbetsdagar, f\u00f6r att hantera.<\/p>\n\n\n\n

Konflikterna brukar inte startas av n\u00e5got brushuvud, konstaterar Julie. De utl\u00f6sande faktorerna f\u00f6r tvister var ofta s\u00e4kerhetsfr\u00e5gor, saknad utrustning, samordning mellan hantverkare eller bet\u00e4nkligheter kring yrkesskicklighet, till exempel. Frustration \u00f6ver systemet gjorde sedan att det slog gnistor mellan arbetarna.<\/p>\n\n\n\n

\u201dKonflikter startar ofta n\u00e4r man har ett problem att l\u00f6sa\u201d, s\u00e4ger hon. \u201dDet \u00e4r n\u00e4r det blir personligt som problemet blir till en konflikt.\u201d<\/p>\n\n\n\n

N\u00e4r Julie pratar informellt med m\u00e4nniskor i byggbranschen om vilka f\u00e4rdigheter som skulle kunna g\u00f6ra byggarbetsplatserna b\u00e4ttre s\u00e4ger hon att tv\u00e5 mjuka f\u00e4rdigheter \u2013 kommunikation och social f\u00f6rm\u00e5ga \u2013 vanligtvis n\u00e4mns bland de fem fr\u00e4msta. Men det investeras s\u00e4llan i utbildningsprogram som skulle kunna odla de h\u00e4r f\u00f6rm\u00e5gorna. \u201dDelvis beror det p\u00e5 de l\u00e5ga vinstmarginalerna \u2013 det \u00e4r h\u00e5rd konkurrens i branschen\u201d, s\u00e4ger hon. \u201dS\u00e5 man m\u00e5ste verkligen v\u00e4lja noga vad man ska fokusera p\u00e5.\u201d<\/p>\n\n\n\n

Mjuka f\u00e4rdigheter skiljer sig fr\u00e5n h\u00e5rda f\u00e4rdigheter, till exempel certifieringar eller kunskaper om mekanik, som oftast anges i arbetsbeskrivningen. Mjuka f\u00e4rdigheter omfattar ist\u00e4llet s\u00e5dana egenskaper som s\u00e4ger n\u00e5got om hur en individ f\u00f6rh\u00e5ller sig till andra. Det handlar till exempel om \u00f6ppenhet, kritiskt t\u00e4nkande, probleml\u00f6sning, organisationsf\u00f6rm\u00e5ga, effektiv kommunikation och \u2013 kanske viktigast av allt \u2013 empati.<\/p>\n\n\n\n

Det h\u00e4r \u00e4r vanligtvis medf\u00f6dda egenskaper som \u00e4r sv\u00e5ra att l\u00e4ra ut, s\u00e4ger Kimberly Prescott. Men det \u00e4r inte om\u00f6jligt. \u201dJag tror att det g\u00e5r att fr\u00e4mja de styrkor som m\u00e4nniskor har\u201d, s\u00e4ger hon.<\/p>\n\n\n\n

H\u00e4r \u00e4r fyra s\u00e4tt att bygga arbetsplatser d\u00e4r mjuka f\u00e4rdigheter fr\u00e4mjas och tvister kan avv\u00e4rjas innan de blir till konfrontationer \u2013 och b\u00f6rjar kosta pengar.<\/p>\n\n\n\n

B\u00f6rja p\u00e5 rekryteringsstadiet<\/strong><\/h3>\n\n\n\n

Vissa jobb kr\u00e4ver aktivt lyssnande, uppm\u00e4rksamhet p\u00e5 detaljer och f\u00f6rm\u00e5ga att fokusera. Andra kr\u00e4ver kreativitet, lagarbete och samarbete. Enligt Kimberly Prescott b\u00f6r man i en arbetsbeskrivning ta upp b\u00e5de de h\u00e5rda och de mjuka f\u00e4rdigheter som kr\u00e4vs. Och under anst\u00e4llningsintervjun b\u00f6r man inte bara fr\u00e5ga de s\u00f6kande om sig sj\u00e4lva \u2013 ber\u00e4tta ocks\u00e5 hur f\u00f6retaget fungerar och vad man f\u00f6rv\u00e4ntar sig av sina medarbetare.<\/p>\n\n\n\n

\u201dJu mer information du ger, desto mer introspektiva kan de s\u00f6kande vara n\u00e4r de funderar p\u00e5 om de tror att jobbet, utifr\u00e5n vad de vet om sig sj\u00e4lva, skulle passa dem bra\u201d, s\u00e4ger hon.<\/p>\n\n\n\n

Ange tonen uppifr\u00e5n och ner<\/strong><\/h3>\n\n\n\n

P\u00e5 en byggarbetsplats f\u00f6r ett par \u00e5r sedan st\u00f6tte Eugene Mason III, platschef i Illinois, p\u00e5 en lastbilschauff\u00f6r som skulle leverera n\u00e5got. \u201dHan tog mig \u00e5t sidan och sa: \u2019H\u00f6rdu, hur tusan kommer det sig att den h\u00e4r byggarbetsplatsen k\u00e4nns s\u00e5 lugn? Jag har aldrig k\u00f6rt in p\u00e5 ett s\u00e5dant st\u00e4lle f\u00f6rut\u2019\u201d, minns Eugene. \u201dDet tyckte jag var konstigt … Den \u00e4r v\u00e4l som alla andra byggarbetsplatser. Ett litet helvete. En levande mardr\u00f6m \u2013 f\u00f6r det \u00e4r ju byggbranschen!\u201d<\/p>\n\n\n\n

Skillnaden \u00e4r enligt Eugene att han inte leder med inst\u00e4llningen att det \u00e4r han som best\u00e4mmer. Han uppmuntrar ist\u00e4llet kommunikation och respekt. Han v\u00e4lkomnar \u00e5sikter fr\u00e5n andra i projektet, s\u00e5 att alla k\u00e4nner ett delat ansvar f\u00f6r det. Och han s\u00e4tter tempot tillsammans med f\u00f6rm\u00e4nnen, s\u00e5 att samma ton sipprar ner till alla andra.<\/p>\n\n\n\n

\u201dN\u00e4r man kommer in som platschef och bara k\u00f6r \u00f6ver alla med h\u00e5rdstyrning, d\u00e5 st\u00e4nger de in sig i sina egna silor\u201d, s\u00e4ger Eugene. \u201dS\u00e5 jag uppr\u00e4ttar redan fr\u00e5n b\u00f6rjan en milj\u00f6 med respekt och kommunikation.\u201d<\/p>\n\n\n\n

Leta efter problemomr\u00e5den<\/strong><\/h3>\n\n\n\n

Julie L. Brockmans forskning visar att meningsskiljaktigheter oftast uppst\u00e5r p\u00e5 grund av problem med processerna p\u00e5 byggarbetsplatsen. S\u00e5dana konflikter l\u00f6ser man b\u00e4st snabbt och tillsammans med de personer som var inblandade fr\u00e5n b\u00f6rjan. Leta d\u00e4rf\u00f6r efter s\u00e5dana omr\u00e5den d\u00e4r de d\u00e4r f\u00f6rsta utl\u00f6sarna \u2013 till exempel s\u00e4kerhetsfr\u00e5gor, problem med utrustning eller schemal\u00e4ggning \u2013 dyker upp, och hitta s\u00e4tt att \u00e5tg\u00e4rda dem.<\/p>\n\n\n\n

P\u00e5 stora byggarbetsplatser kan platschefen inte vara med \u00f6verallt och se varje dispyt n\u00e4r den dyker upp, s\u00e5 det \u00e4r viktigt att medarbetarna l\u00e4r sig att identifiera dem, s\u00e4ger Julie. Om det inte g\u00e5r att ordna ett utbildningsprogram kan man dela med sig av tips under vanliga s\u00e4kerhetsgenomg\u00e5ngar. \u201dTa fem minuter till att prata om hur en konflikt kan sprida sig och vad man ska vara uppm\u00e4rksam p\u00e5\u201d, s\u00e4ger hon.<\/p>\n\n\n\n

R\u00e5dgivning, mentorskap och f\u00f6rtroende<\/strong><\/h3>\n\n\n\n

N\u00e4r tvister uppst\u00e5r beh\u00f6ver man prata. Och ledare m\u00e5ste visa varf\u00f6r just deras metod ger ett b\u00e4ttre resultat, s\u00e4ger Chad Czerwinski. N\u00e4r han ska hantera meningsskiljaktigheter h\u00e5ller han sina k\u00e4nslor under kontroll, s\u00e4tter p\u00e5 sig pokeransiktet och lyssnar. \u201dMan m\u00e5ste g\u00f6ra det p\u00e5 ett s\u00e4tt som visar den andra personen att det h\u00e4r inte bara \u00e4r ett b\u00e4ttre s\u00e4tt att g\u00f6ra n\u00e5got p\u00e5, utan att det ocks\u00e5 kommer att hj\u00e4lpa den personen att f\u00e5 vad hen vill ha\u201d, s\u00e4ger han. F\u00f6rtroende \u00e4r ocks\u00e5 v\u00e4ldigt viktigt, s\u00e4ger Chad. \u201dOm de som jobbar med och f\u00f6r mig k\u00e4nner att jag litar p\u00e5 dem s\u00e5 tror jag att det p\u00e5verkar alla aspekter av vad de g\u00f6r\u201d, s\u00e4ger han. \u201dDet p\u00e5verkar deras vilja att g\u00f6ra en extra insats och forts\u00e4tta att g\u00f6ra s\u00e5dant som de s\u00e4tter v\u00e4rde p\u00e5. Det tror jag \u00e4r en f\u00f6rm\u00e5ga som \u00e4r v\u00e4l v\u00e4rd att odla hos alla.\u201d<\/p>\n\n\n\n

\"f\u00f6r\u00e4ndringsarbete\"<\/div>

H\u00e4r \u00e4r ett b\u00e4ttre s\u00e4tt f\u00f6r ledare i byggbranschen att se p\u00e5 f\u00f6r\u00e4ndringshantering.<\/h2>
<\/div><\/div>
visa mig<\/a><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

H\u00e4r \u00e4r sk\u00e4len till att allt fler ledare i byggbranschen uppt\u00e4cker att byggarbetsplatsen fungerar b\u00e4ttre n\u00e4r den styrs med omtanke och empati<\/p>\n","protected":false},"author":651,"featured_media":80053,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[145],"tags":[16813,16752],"class_list":["post-80052","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-innovation","tag-business-administration","tag-leadership","category-145","description-off"],"yoast_head":"\nHur \u201dmjuka f\u00e4rdigheter\u201d kan omvandla byggbranschens ledarskap - Built | SE<\/title>\n<meta name=\"description\" content=\"H\u00e4r \u00e4r sk\u00e4len till att allt fler ledare i byggbranschen uppt\u00e4cker att byggarbetsplatsen fungerar b\u00e4ttre n\u00e4r den styrs med omtanke och empati\" \/>\n<meta name=\"robots\" content=\"index, follow, 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