Navigating the Paradox of Error: Insights from a Mega Project

Errors are an inherent feature of construction work, giving rise to both adverse outcomes, such as rework and safety incidents, and positive consequences, including learning and innovation. Traditionally, the industry has adopted an error prevention mindset, often characterized by a zero-tolerance approach aimed at minimizing risk, particularly in conventionally procured projects. In contrast, relational procurement methods, such as alliancing, emphasize collaboration, trust, and a ‘no-blame’ culture, aligning more closely with an error management mindset that views errors as opportunities for improvement. Although these two orientations are conceptually opposed, construction organizations frequently operate across diverse procurement models and must therefore navigate the tensions between them. Our paper presents emergent insights from a construction organization involved with delivering an AU$19.8 billion transport infrastructure program through an alliance model. We demonstrate how the organization confronted the ‘paradox of error’ within the broader context of quality management by engaging in meta-communication—that is, communication about communication—to clarify the meaning behind discussions about errors and prevent misunderstandings. The meta-communication process reinforced the value of treating errors as opportunities for learning rather than as a basis for blame, thereby fostering trust and supporting a culture consistent with the alliance's collaborative ethos. Our paper makes two key contributions: (1) it introduces a novel conceptualization of error through the lens of paradox theory, challenging traditional binary framings; and (2) it highlights the importance of paradoxical thinking in managing error-related tensions, thereby enabling learning, innovation, and continuous improvement in complex project environments.