Table AI Socialization mechanisms in... | Emerald Publishing

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Socialization mechanisms in Case Railway

	Tendering phase		Development phase
	Used socialization mechanisms	Illustrative quotes	Used socialization mechanisms	Illustrative quotes
Informal socialization mechanisms	Informal socialization events: Dinners and joint informal lunches in combination with the tender preparation workshops Traveling and trips to acquire information from USA on projects that facilitated the familiarization between individuals Teaming events outside the office to build connections and share knowledge between constructors and designers Collective knowledge building outside the offices of participants: a joint reading circle on project alliances that met regularly Communication guidelines: Use of psychologists to support the process of becoming acquainted with each other Creation and codification of common rules and values for the tendering consortium Co-locational space’s informal premises: –	“We soon understood that understanding the alliance ideologue, the true need for co-operation in the project was most crucial. Teaming events in informal environments played a key role in this” “We developed this reading circle practice where each of us studied a certain theme on project alliances and then taught it collectively to others and we collectively reflected on it and what kinds of implications it has on our team working” “We used psychologists in supporting us to know each other on a personal level. They also taught us on how to give feedback to others and how our personal orientations might affect co-operation with each other” “A trip to USA was also conducted to get to know the experts there and to acquire knowledge on the philosophy Already in the tendering stage we had a lot of discussions on how we should behave and what would be our values”	Informal socialization events: Regular kick-offs and start of the year and end of the year events that took place in unofficial environments: joint project’s cruise trips established as a tradition Getting to know each other personally in exceptional environments: forest cabin meetings with alliance trainings Informal team spirit building events and informal alliance training Communication guidelines: Routinized informal socialization activities: group hugs of the project team Establishment of common behavioral rules and guidelines for the alliance project team based on Australian guidelines Co-locational space’s informal premises: Joint lunches among personnel co-located in Big Room during the development phase Establishment of joint rules for how to behave in the co-locational space and values for the project to guide socialization behavior were established together at the start of the project: The creation of our way of working in this project Development of in-official joint logos, symbols and mantras	“We organize a lot of different types of kick-offs where the alliance principles are emphasized and reflected and at the start of the development phase we organized one as well. Joint overnight boat cruises are for all those who are working for the alliance and the leaders are engaged as well” “Everyone is around the same table […] Being open outside of the project is also possible” (Lessons learned session, Development phase) “We have learned to know each other personally in these events outside the office. Being in the same hot tub with the client’s project manager […] You definitely make friends here” “Having these alliance trainings in different environments such as in a forest cottage for two days with the alliance team and leaders. They taught us evaluation techniques with very creative approaches” “We have these weekly Monday group hugs. You do not have that kind of stuff in other kinds of projects and people might be at first that […] what, what is happening here” “We developed these rules, visible also on the walls whose purpose was to remind and show how we behave here and what are our joint common values in this project” “We also have developed these unofficial symbols for the project. It is important to build the community spirit. Our parent told us that we cannot have any official symbols but we then have these unofficial ones. Now all the people can see that yes, we are working in this star project that is very much different from other projects”
Formal socialization mechanisms	Organizing structures: Establishment of cross-functional and multilevel tendering team and reporting structures in the tendering consortium Workshops and meetings: Joint meetings and workshops in each other’s premises entailing alliance training Collaborative tendering workshops with the clients in their premises (2 full days) Simulations of real life project situations and team working on real tasks and unexpected events in the procurement workshops Simulation exercises on the group dynamics of the team Co-locational space: – Visual management: – Formal evaluations of collaboration: Evaluation of the level of socialization (trust, co-operation and information sharing) in the workshops by externals and self-assessment Guidelines and rules: Active and intensive joint tender development in the tendering consortium’s premises Client initially with the traditional “buyer’s role” and attitude in the workshops Information sessions with the client representatives: asking questions, getting to know each other Formal documentation and guidelines shared by the buyer in terms of alliances Staffing rules: Selection of individuals with a collaborative mindset	“The tendering team consisted of key persons from each discipline and it was nice to get to know each other this way. The team engaged people from multiple levels, from senior management, management and project professional level” “The workshops and meetings facilitated the dialog. It requires work to get to know each other and how they think. It does not happen overnight and also different opinions existed. It required the attitude for co-operating from us all” “Simulation of co-operation situations is crucial: you can see how we lead together, how capable we are forming co-operation together Simulating particularly problem situations is useful” “The teaming started already in the tendering phase. We developed the behavioral commitment as a team (Lessons learned session)” “We wanted to test what kind of consortium would be best in co-operating with us, the buyer. There you can truly evaluate the compatibility and the quality of the dialog” “First, in the tendering workshops, we were too much in our old buyer’s role, in the traditional set-up, but we soon noticed it and tried to change our behavior towards a more co-operative approach” “We used self-assessment in the tendering workshops and evaluation of group work to support the development of team spirit” “The client was very active in supporting collaboration and co-operation. The upper management level was also committed (Lessons learned session)” “We consciously selected those kinds of persons into the tendering team who were known to be co-operative and their personal behavioral style reflected the way how people were thought to be expected to behave in alliances”	Organizing structures: One assigned person that was responsible for communications and its coordination External facilitator who was a leading expert on the alliance model and psychologists to support socialization Systematic use of external facilitators and coaches in the trainings Client’s project manager played a key role in the facilitation of socialization from the start of the project Alliance leadership team representatives were considered as supporting actors in the socialization Cross-disciplinary and organizational working groups that had regular weekly meetings to develop the project concept further and make decisions on their corresponding area Alliance leadership team played an organizational role in supporting the socialization among the project team Establishment of a structured organizational chart Workshops and meetings: Weekly face-to-face information sessions in the co-locational space where new personnel are introduced Co-locational space: Co-locational space’s planning principle: Personnel located in the space so that communication, ad hoc questioning and social integration between personnel is working Relative small co-locational space where all the key persons are sitting close to each other Separate meeting and workshop rooms outside the co-locational room Visual management: Visualization: Last planner used actively both in the co-locational space and in virtual environment to support ad hoc socialization near the visual elements Formal evaluations of collaboration: Self-reflection practices Formal evaluations of the co-operation conducted regularly by external evaluators Guidelines and rules: Systematic alliance philosophy training sessions that highlighted the values of the delivery model for project participants and newcomers Purposefully unclear roles and responsibilities at first to support socialization Weekly information leaflet summarizing the key highlights of the project and introducing new personnel Guidelines and requirements for regular the face-to-face presence in the co-locational space for virtual workers Personnel selection guidelines for the development phase: the recruiting principles highlighted the need to select co-operation-oriented personnel to the project Codified familiarization and introduction practices Plus delta practices at the end of official meetings to collect development needs and good practices also with regard to group work and team dynamics used systematically at the end of each meeting Established guidelines for conflict resolution	“I as a project manager from the client’s side saw it as an important task of mine to build the group spirit together with the alliance project manager and the alliance team” “The cross-disciplinary coordination groups e.g. on risk management, electricity systems etc. supported the process of getting to know each other. It was also important that representatives from all the participating alliance members were involved in these groups to facilitate knowledge sharing” “The roles were loosely structured at first to avoid a development where individuals would be more tied to their specified roles. This was also supporting the co-operation within the team, as there were no clear role boundaries but people could help each other and also shift their roles” “Right at the beginning of the development phase we started with the teaming and building the team of the client and tendering consortiums. We also used a teaming expert here as a facilitator This was important so that we do not go into that old way of interacting. We really need to make sure that we maintain our principles such as no blame for real” (Lessons learned session) “And we also used these mass training events where a very experienced alliance facilitator and coach was training us and maintaining our orientation” “The presence of leadership group in the co-locational space was considered as important. I could see that people really valued it when I visited the co-locational space personally” “Our own co-locational space where we were all present was crucial for developing trust and co-operation and in getting to know others working in the project. Even though not all the people are working in the project’s co-locational space all the time, it is really important to meet there regularly face-to-face. For this we had weekly meetings in the space As part of the designers were working from distance, we considered it important to have some kind of rules for joint face-to-face meetings in the Big Room as well as establish guidelines on how we actually interact with the virtual workers. It easily happens that they are forgotten” “We take this plus/delta routine at the end of each meeting very seriously. At the end of each meeting we discuss what can we improve e.g. related to group dynamics and reflect on these lessons” “We also evaluated the co-operation of the team both formally and informally during the development phase. It was used to develop our working practices” “We were really flexible in terms of the roles in development phase” (Lessons learned session) “When new people were selected we always thought about their personal orientation and adaptability to the alliance philosophy. There are persons who are more suitable for working in alliances and then there are those who like conflicts and like to argue”

	Tendering phase		Development phase
	Used socialization mechanisms	Illustrative quotes	Used socialization mechanisms	Illustrative quotes
Informal socialization mechanisms	Informal socialization events:Dinners and joint informal lunches in combination with the tender preparation workshopsTraveling and trips to acquire information from USA on projects that facilitated the familiarization between individualsTeaming events outside the office to build connections and share knowledge between constructors and designersCollective knowledge building outside the offices of participants: a joint reading circle on project alliances that met regularlyCommunication guidelines:Use of psychologists to support the process of becoming acquainted with each otherCreation and codification of common rules and values for the tendering consortiumCo-locational space’s informal premises: –	“We soon understood that understanding the alliance ideologue, the true need for co-operation in the project was most crucial. Teaming events in informal environments played a key role in this”“We developed this reading circle practice where each of us studied a certain theme on project alliances and then taught it collectively to others and we collectively reflected on it and what kinds of implications it has on our team working”“We used psychologists in supporting us to know each other on a personal level. They also taught us on how to give feedback to others and how our personal orientations might affect co-operation with each other”“A trip to USA was also conducted to get to know the experts there and to acquire knowledge on the philosophyAlready in the tendering stage we had a lot of discussions on how we should behave and what would be our values”	Informal socialization events:Regular kick-offs and start of the year and end of the year events that took place in unofficial environments: joint project’s cruise trips established as a traditionGetting to know each other personally in exceptional environments: forest cabin meetings with alliance trainingsInformal team spirit building events and informal alliance trainingCommunication guidelines:Routinized informal socialization activities: group hugs of the project teamEstablishment of common behavioral rules and guidelines for the alliance project team based on Australian guidelinesCo-locational space’s informal premises:Joint lunches among personnel co-located in Big Room during the development phaseEstablishment of joint rules for how to behave in the co-locational space and values for the project to guide socialization behavior were established together at the start of the project: The creation of our way of working in this projectDevelopment of in-official joint logos, symbols and mantras	“We organize a lot of different types of kick-offs where the alliance principles are emphasized and reflected and at the start of the development phase we organized one as well. Joint overnight boat cruises are for all those who are working for the alliance and the leaders are engaged as well”“Everyone is around the same table […] Being open outside of the project is also possible” (Lessons learned session, Development phase)“We have learned to know each other personally in these events outside the office. Being in the same hot tub with the client’s project manager […] You definitely make friends here”“Having these alliance trainings in different environments such as in a forest cottage for two days with the alliance team and leaders. They taught us evaluation techniques with very creative approaches”“We have these weekly Monday group hugs. You do not have that kind of stuff in other kinds of projects and people might be at first that […] what, what is happening here”“We developed these rules, visible also on the walls whose purpose was to remind and show how we behave here and what are our joint common values in this project”“We also have developed these unofficial symbols for the project. It is important to build the community spirit. Our parent told us that we cannot have any official symbols but we then have these unofficial ones. Now all the people can see that yes, we are working in this star project that is very much different from other projects”
Formal socialization mechanisms	Organizing structures:Establishment of cross-functional and multilevel tendering team and reporting structures in the tendering consortiumWorkshops and meetings:Joint meetings and workshops in each other’s premises entailing alliance trainingCollaborative tendering workshops with the clients in their premises (2 full days)Simulations of real life project situations and team working on real tasks and unexpected events in the procurement workshopsSimulation exercises on the group dynamics of the teamCo-locational space: –Visual management: –Formal evaluations of collaboration:Evaluation of the level of socialization (trust, co-operation and information sharing) in the workshops by externals and self-assessment Guidelines and rules:Active and intensive joint tender development in the tendering consortium’s premisesClient initially with the traditional “buyer’s role” and attitude in the workshopsInformation sessions with the client representatives: asking questions, getting to know each otherFormal documentation and guidelines shared by the buyer in terms of alliancesStaffing rules: Selection of individuals with a collaborative mindset	“The tendering team consisted of key persons from each discipline and it was nice to get to know each other this way. The team engaged people from multiple levels, from senior management, management and project professional level”“The workshops and meetings facilitated the dialog. It requires work to get to know each other and how they think. It does not happen overnight and also different opinions existed. It required the attitude for co-operating from us all”“Simulation of co-operation situations is crucial: you can see how we lead together, how capable we are forming co-operation together Simulating particularly problem situations is useful”“The teaming started already in the tendering phase. We developed the behavioral commitment as a team (Lessons learned session)”“We wanted to test what kind of consortium would be best in co-operating with us, the buyer. There you can truly evaluate the compatibility and the quality of the dialog”“First, in the tendering workshops, we were too much in our old buyer’s role, in the traditional set-up, but we soon noticed it and tried to change our behavior towards a more co-operative approach”“We used self-assessment in the tendering workshops and evaluation of group work to support the development of team spirit”“The client was very active in supporting collaboration and co-operation. The upper management level was also committed (Lessons learned session)”“We consciously selected those kinds of persons into the tendering team who were known to be co-operative and their personal behavioral style reflected the way how people were thought to be expected to behave in alliances”	Organizing structures:One assigned person that was responsible for communications and its coordinationExternal facilitator who was a leading expert on the alliance model and psychologists to support socializationSystematic use of external facilitators and coaches in the trainingsClient’s project manager played a key role in the facilitation of socialization from the start of the projectAlliance leadership team representatives were considered as supporting actors in the socializationCross-disciplinary and organizational working groups that had regular weekly meetings to develop the project concept further and make decisions on their corresponding areaAlliance leadership team played an organizational role in supporting the socialization among the project teamEstablishment of a structured organizational chartWorkshops and meetings:Weekly face-to-face information sessions in the co-locational space where new personnel are introducedCo-locational space:Co-locational space’s planning principle: Personnel located in the space so that communication, ad hoc questioning and social integration between personnel is workingRelative small co-locational space where all the key persons are sitting close to each otherSeparate meeting and workshop rooms outside the co-locational roomVisual management:Visualization: Last planner used actively both in the co-locational space and in virtual environment to support ad hoc socialization near the visual elementsFormal evaluations of collaboration:Self-reflection practicesFormal evaluations of the co-operation conducted regularly by external evaluatorsGuidelines and rules:Systematic alliance philosophy training sessions that highlighted the values of the delivery model for project participants and newcomersPurposefully unclear roles and responsibilities at first to support socializationWeekly information leaflet summarizing the key highlights of the project and introducing new personnelGuidelines and requirements for regular the face-to-face presence in the co-locational space for virtual workersPersonnel selection guidelines for the development phase: the recruiting principles highlighted the need to select co-operation-oriented personnel to the projectCodified familiarization and introduction practicesPlus delta practices at the end of official meetings to collect development needs and good practices also with regard to group work and team dynamics used systematically at the end of each meetingEstablished guidelines for conflict resolution	“I as a project manager from the client’s side saw it as an important task of mine to build the group spirit together with the alliance project manager and the alliance team”“The cross-disciplinary coordination groups e.g. on risk management, electricity systems etc. supported the process of getting to know each other. It was also important that representatives from all the participating alliance members were involved in these groups to facilitate knowledge sharing”“The roles were loosely structured at first to avoid a development where individuals would be more tied to their specified roles. This was also supporting the co-operation within the team, as there were no clear role boundaries but people could help each other and also shift their roles”“Right at the beginning of the development phase we started with the teaming and building the team of the client and tendering consortiums. We also used a teaming expert here as a facilitator This was important so that we do not go into that old way of interacting. We really need to make sure that we maintain our principles such as no blame for real” (Lessons learned session)“And we also used these mass training events where a very experienced alliance facilitator and coach was training us and maintaining our orientation”“The presence of leadership group in the co-locational space was considered as important. I could see that people really valued it when I visited the co-locational space personally”“Our own co-locational space where we were all present was crucial for developing trust and co-operation and in getting to know others working in the project. Even though not all the people are working in the project’s co-locational space all the time, it is really important to meet there regularly face-to-face. For this we had weekly meetings in the space As part of the designers were working from distance, we considered it important to have some kind of rules for joint face-to-face meetings in the Big Room as well as establish guidelines on how we actually interact with the virtual workers. It easily happens that they are forgotten”“We take this plus/delta routine at the end of each meeting very seriously. At the end of each meeting we discuss what can we improve e.g. related to group dynamics and reflect on these lessons”“We also evaluated the co-operation of the team both formally and informally during the development phase. It was used to develop our working practices”“We were really flexible in terms of the roles in development phase” (Lessons learned session)“When new people were selected we always thought about their personal orientation and adaptability to the alliance philosophy. There are persons who are more suitable for working in alliances and then there are those who like conflicts and like to argue”