Partnering Magazine Winter 2020

Page 11

...the monthly partnering sessions provided a forum to give the design-builders design and operational feedback in real time and meant that the team could regularly walk the job and resolve challenging issues together. everyone to be overwhelmed with the magnitude of issues and there were sessions where these issues were left undiscussed —but—there were also some incredible times of complete openness and problem solving. Overall, the partnering was effective in guiding the team on the longer path to success.” IPI: What is the big takeaway that Webcor and the team experienced from this project in relation to the Partnering? GC: “The biggest take away is that with the right mindset and The greater value is from the “next steps” when team members

clear objectives, teams can work through anything, and healthy

connect to follow-up on solving an issue or reset a goal.

conflict creates stronger teams to achieve positive results.”

Partnering Facilitator Rob Reaugh noted that an added benefit of

For more information about the Grand Hyatt at SFO visit: https://

the partnering process was how it effectively integrated Hyatt’s

www.hyatt.com/en-US/hotel/california/grand-hyatt-at-sfo/sfogh.

staff into the team. Hyatt will be operating the hotel for years to come, so the monthly partnering sessions provided a forum to give the design-builders design and operational feedback in real time and meant that the team could regularly walk the job and resolve challenging issues together.” IPI: Many teams that struggle, tend to approach issues the same way over and over. What was the most notable change that Partnering brought to the project team? GC: “The most obvious change was aligning resources and motivating the group to tangible action items. Even though in some sessions the alignment may not have been perfect, we still ended each session with a method to continue forward. As mentioned above—the best value or change, was the smaller groups getting together after the larger session to solve problems and drive results.” IPI: The success of a Partnered project greatly depends on how the construction team is able to overcome the various barriers to Partnering. What were the most difficult barriers that this team experienced? GC: “The most difficult barrier was being honest and making sure that you do not hold back. It is always hard to balance between trying to have harmony, staying motivated and inspiring, and not letting the group down with progress. We were at a very difficult time with the project, and numerous issues, and struggles were upon us every day. It was easy for www.partneringinstitute.org

Winter 2020 Partnering Magazine

11